Former N.C. State quarterback Philip Rivers smiles as he stands on the sidelines before the Wolfpack’s game against UNC at Carter-Finley Stadium in Raleigh, N.C., Saturday, Nov. 29, 2025.
Gunner Rivers, a 2027 four-star QB, committed to NC State over multiple Power Four offers.
Son of Philip Rivers, visited NC State and will join teammate Noah Moss with the Wolfpack.
Rivers posted 3,176 yards and 46 TDs in 2025 and led St. Michael to a state title.
RALEIGH
The Rivers football legacy is set to continue in Raleigh.
Gunner Rivers, the son of former N.C. State quarterback and NFL QB Philip Rivers, committed to play for the Wolfpack on Monday. The younger Rivers is a member of the Class of 2027 and plays for his father at St. Michael Catholic in Fairhope, Alabama.
The rising senior is listed as a four-star prospect. He is ranked as the No. 42 overall recruit and the best player from the state of Alabama, according to 247Sports. His commitment to the program comes nearly 10 months before National Signing Day for his class.
Gunner Rivers chose N.C. State over programs such as Auburn, Boston College, Miami and South Carolina.
He earned the starting job at St. Michael as a freshman and has been the leading man in the backfield the last three seasons. In 2025, Rivers completed 237 of 343 passes for 3,176 yards, 46 touchdowns and five interceptions. He has thrown for at least 3,000 yards every season. The QB added 196 yards on the ground and one touchdown.
As a junior, Rivers also helped guide St. Michael to a state championship for the third straight year and earned All-State honors.
Rivers will join his teammate Noah Moss, who signed with the Wolfpack as a running back for the Class of 2026. Gunner and Philip Rivers visited N.C. State in the final week of the 2025 regular season when the Wolfpack defeated North Carolina, 42-19.
“I was down at Philip Rivers’ high school the other day,” Doeren said. “The two months that he just had; coaching in a state championship game as the head coach at a high school and coaching his son, then he’s playing against you [Thomas]. Then, a month later, he interviews for the Buffalo Bills head coaching job.”
Philip Rivers played at N.C. State from 2000-03, where he guided the team to its only double-digit win season in program history. He threw for 13,484 yards, 95 touchdowns and 34 interceptions. He also ran for 96 yards and 17 touchdowns during his collegiate career.
Philip Rivers earned ACC Player of the Year, Rookie of the Year and Athlete of the Year during his career. He was inducted into the N.C. State Ring of Honor in 2013.
This story was originally published February 23, 2026 at 9:36 PM.
Recruiting teams are, in many ways, ground zero for AI disruption. A plethora of tasks historically performed by recruiters can now be performed by AI technology. But…with a world of possibilities at one’s fingertips, it can be difficult to know where to begin.
Real estate tech giant Zillow has launched several AI tools for recruitment since it began experimenting in late 2023. HR Brew recently sat down with Roz Harris, Zillow’s VP of talent acquisition, engagement, and belonging, to discuss how her recruitment team has identified and adopted AI solutions.
Where to begin? In November 2023, Harris’s team started looking into how AI could be used by recruiters.
“We started looking at the possibility of AI. And what we found was, when you look at the role of a recruiter and what they do, about 80% of our jobs were what you would hear in the conferences about the mundane tasks” that AI could replace, she told HR Brew.
To help ease recruiters’ fear of being replaced by AI, Harris and her team experimented with AI with prompt-a-thons.
Zillow already used hackathons to develop consumer-facing features and products; Harris’s team adopted the practice for its internal AI use. For example, prompt-a-thon teams expressed a desire for more coaching on having difficult conversations with hiring managers. They devised a prompt that could be used on ChatGPT, including capturing details about the issue, as well as emphasizing soft skills like maintaining a rapport or trust with hiring managers. The result: solutions devised by recruiters themselves, not a top-down edict from leadership.
“The problems that they would go to tackle were ones that, I think, if I had to put my leadership team in a room and say, ‘Let us go do this,’ we wouldn’t have come up with the same questions and challenges at all,” Harris said.
After identifying the problems and solutions, Harris would bring in, what she called, the cavalry—the legal, enterprise tech, engagement and belonging, and TA teams—to assess the tools and determine usability.
Prompt-a-thons have so far resulted in six AI recruitment tools, Harris said. Some were developed in-house, but most are vendor tools that Harris’s team were either early adopters of or helped develop. Harris said she hasn’t yet been told “no” by the cavalry, largely because she has followed their best practices, such as avoiding decision-making tools and personal identifiers (like race, gender, or identifying keywords) to assess candidates.
“Luckily, I’ve been around for a while, and so has my leadership team. We kind of always knew we didn’t want AI to make decisions,” she said. “We stayed away from tools and things that did that.”
Measuring success. The tools used by Harris’s team focus both on assisting recruiters and improving the candidate experience.
On the job-seeker side, Zillow’s AI tools include assistants that help candidates find and apply to roles, and schedule and prepare for interviews. On the recruiter side, recruitment marketing software or LinkedIn Recruiter help source high-quality candidates, while another tool analyzes and provides feedback on interviews.
“If you’re applying to a job at Zillow, you can have assistance in helping you do that, and it’ll help match you to some roles as well. We also then use AI to help the recruiter,” Harris said.
Zillow’s AI-powered interview scheduler is intended to speed up hiring and alleviate recruiters’ workloads, which are huge; some roles, such as sales or marketing specialists, receive 4,000+ applications within a day of being posted.
“As someone who started their career as a recruiting coordinator, I think it’s the scheduling tool that’s actually my favorite,” Harris said.
In the past, Harris said recruiting coordinators would spend over a week coordinating schedules for interviews. Now, candidates receive a text or email with a link that shows the interviewer’s availability, and schedules a meeting, which has cut time spent scheduling an interview to 30 minutes—a 97% reduction saving recruiters as many as 450 hours per month.
For any recruiting coordinator sweating at the sight of that stat, Harris shared good news: “They’ve upgraded their skills. They all still work at Zillow.”
Many former coordinators now work in Zillow’s employee service center, or in executive assistant or program manager roles; others help manage the scheduling tool. (And, when the October AWS outage crippled the internet, those former coordinators helped manually schedule interviews.)
Zillow has also leveraged AI to recruit candidates from a wider geographic area.
After embracing its remote-first work model, called Cloud HQ, Zillow found it wasn’t a well-known employer in some cities. Harris’s team used tools, including newsletters and targeted actions to drive applications, as well as LinkedIn Recruiter to save time sourcing better candidates, Appcast, a recruitment advertising technology provider that Zillow said helped recruit across regions. Using those three channels, 558 hires were made in 2025 through mid-December.
“We had a reputation in those areas where we had offices. Well, when you flip that on the head and say, we’re going to be a Cloud HQ and we’re going to be able to hire across the country, we don’t have a reputation everywhere,” she said. “AI helped us build reputation.”
The U.S. workforce is in serious trouble, with a growing mismatch between the talents that young workers joining the workforce have to offer and the talents that employers need. The problems go far beyond a potential worker shortage, warns a new report from investment banking giant JPMorganChase, and the situation may even pose a national security risk. The implication for your company is clear: if your business is in one of the most affected industries, you may find it harder than before to find and recruit new talent.
The new report says that three in four U.S. companies are struggling to find qualified workers. Worse, four in 10 adults lack basic digital skills needed for the typical workplace. Given how our society is increasingly digital, that the PC revolution began back in the 1980s and looking at the growing adoption rates of automation and tech like AI, this latter statistic is pretty startling. Gen-Z is considered to be the first “digitally native” generation, so at least they can reverse-mentor their older colleagues, but the fact that nearly half of workers don’t even have basic computer skills should be concerning for employers large and small.
The qualifications gap isn’t evenly spread, JPMorgan’s report shows. The most affected sectors are semiconductor manufacturing, the defense industry, energy and AI. Reporting on the study, Newsweek notes that the bank highlights the long-term implications of these shortages, as other allies invest more heavily into STEM and technical training initiatives and rivals like China inject vast sums into training their population. JPMorgan estimated that the U.S. technology workforce is expected to grow at twice the rate of the overall workforce over the next 10 years, which makes the skills gap a growing problem: if workers aren’t leaving education with the appropriate skills, and existing workers don’t reskill or upskill, then many of these jobs may go unfilled, threatening expansion and innovation in this critical sector.
The fact that AI skills is present in the list is unsurprising: the sector is growing fast. The AI talent wars that played out this summer as top U.S. names tried to poach superstar researchers from each other for vast sums of money showed exactly how competitive the AI skills market is. But there’s also evidence that there’s a gap between the expectations CEOs have of AI and the skills and experiences their workers have—a gap that could be closed by education and retraining, even though many companies are proving slow at investing in this kind of schooling.
JPMorgan’s list of the most affected industries is notably science-heavy. This may be a problem in the current political climate where some commentators note that the value of scientific expertise is under siege, with increasing anti-science rhetoric in the workplace and disinformation and misinformation are on the rise—potentially shaping the thinking of young people entering the education systems. To counter this issue, the bank calls for an expansion in federal and state policies to modernize the education pipeline and encourage training programs and apprenticeships.
This may be a tricky problem, though, as many young people are thought to be turning toward job sectors where AI can’t threaten their long-term employability, including hands-on work like plumbing, being an electrician and other trade jobs.
Newsweek also notes the report came not long after President Trump upset part of his political base by suggesting that talented foreign workers may be needed to fill the skills gap, particularly in manufacturing facilities set up by foreign firms on U.S. soil. But other reports note that Trump’s pro-U.S. policies to try to promote manufacturing of semiconductors and his anti-immigration thinking and tariff policies form a political Gordian knot.
We know that Gen-Z thinks very differently about the world of work in a number of ways, from how they behave in the office to how much on-the-job training they expect, and now a new report shines a light on another surprising Gen-Z phenomenon that may impact these young workers’ future careers. According to a study from Arkansas State University, shared exclusively with Inc., when a Gen-Z student is seeking careers advice they’re turning away from human career experts and their college professors and are asking ChatGPT instead. This may have implications for your own company’s recruitment efforts, and it may help color your expectations for when Gen-Z workers join your staff.
The headline statistics relating to this habit from the new study are that 60 percent of the students surveyed have used AI to help with “brainstorming major or career options,” and 32 percent said they’d feel confident in making a major academic decision based solely on AI advice.
This, you may think, is merely the next step for career advice, which has long relied on digital tools like personality tests to help youngsters find their place in the world of work. But a couple of other statistics from the study show the habit comes with big risks: 41 percent of Gen-Z students surveyed said they’d followed AI advice that later turned out to be incorrect, and fully 66 percent—that’s two in every three—say that an adult never corrected bad advice they’d been given by AI and then acted on.
Meanwhile, showing how AI is displacing experts, 22 percent of the respondents said they had skipped meetings with mentors or advisors because “AI already answered it.” As the university’s report points out, not all is lost for human experts (yet) because the way students use AI like this depends on context. While 19 percent said they actually trusted AI more than their own school’s official website if they needed academic or administrative help, the majority—62 percent—say they still rely on their own institution’s own sources. But 19 percent are still unsure on this issue, which may indicate an “ongoing shift” in trust that academic leaders should pay attention to.
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This data is, for the most part, related to academic systems that students are interacting with—but it sets a huge precedent in habits and expertise for these young people who will enter the workplace in just a few short months or years, and it should serve as a heads-up for their future employers. We know from reports that Gen-Z is almost completely using AI to “cheat” their way through college, which some experts say may damage their confidence in their own critical thinking skills, which are vital skills that employers look for. And we know that Gen-Z is turning to non-traditional information sources, like TikTok, when it comes to seeking advice on certain workplace benefits.
All of this adds up to a picture of a whole generation of people who are placing trust in AI systems above human experts and, in some cases, even over traditional online information sources like Google searches.
HR professionals hiring Gen-Z workers would be smart to remember that some of their candidates have sought career advice from an AI, which may influence their expectations and thinkings in subtly different ways to older generations.
Managers stewarding these workers in the office spaces of tomorrow will, if they’re wise, be aware of these habits. They may choose to stress to these employees the importance of trusting colleagues and leaders over AI systems, highlighting to younger workers that AI is fallible and its outputs may frequently be misinformation. The other choice available is to take the lead from new Gen-Z workers and accept that AI has an informal “helper” role for staff as well as all the work task efficiencies that AI boosters say the technology can bring. Teamwork tasks may, for example, may include an AI “employee” taking part alongside human workers, simply because younger workers feel more comfortable having AI at their side. This chimes with recent words from Slack’s chief marketing office Ryan Gavin, who said earlier this year that he envisions a near future where workers chat more with AIs than they do with their human coworkers.
Talent doesn’t just follow the money—it responds to new opportunities and improved quality of life offered by new positions. In today’s competitive job market (despite recent softening), companies aren’t just promoting open roles; they’re also selling and promoting the communities where those roles exist. If housing is unaffordable, schools are under-resourced, or the communities feel unsafe, top candidates will look elsewhere—no matter how strong the salary or brand. Investing to ensure thriving communities is not just a social good strategy; it’s a strategic business strategy.
Boston Consulting Group reported that 52 percent of job candidates would decline an attractive job offer if the location didn’t meet their expectations. And with Paychex reporting that 57 percent of business leaders list attracting and retaining talent as top priorities, sustaining healthy, livable communities and building a homegrown talent pool are imperatives.
Despite recent news narratives and political rhetoric, this points to a greater understanding of the connections between corporate social impact programs and long-term success in strengthening employee recruitment and retention, brand loyalty, and profit margins.
Companies no longer view investing in their communities as philanthropy. Rather, it’s an investment in future business success. Companies have significant opportunities to be bold and adapt to this new reality. And if they don’t, their competitors will.
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Successful corporate social responsibility (CSR) programs are aligned with business strategies, especially efforts to develop tomorrow’s workforce and strengthen communities. According to the latest CSR Insights Survey, conducted by the Association of Corporate Citizenship Professionals (ACCP) and Your Cause from Blackbaud, 51 percent of corporate social impact professionals report increased demand for linking their programs to business value. In the same survey, respondents noted the top issue areas for social impact investments are job training/workforce development, K-12 education, and food insecurity (each scoring at 43 percent of respondents ranking as a top priority issue area for their company), followed by community revitalization (up 2 points to 36 percent) and STEM education (up 3 points to 35 percent).
What’s behind this concentration on education and workforce issues?
Companies are recognizing that the pipeline of future talent is at risk without their own efforts. Success depends on hooking every minnow in the pool and preparing them for a job market that is continuing to be radically reshaped by disruptive technologies. The dwindling supply of future workers and the incredibly fluid work environment reflects several widespread trends:
First, the population is aging. As people live longer, the overall demographic is shifting towards older age groups, with younger generations making up a smaller portion of the population. And a new Baby Boom isn’t on the horizon to balance this trend. National fertility rates are at an all-time low, far below the level needed to maintain a stable population. Many young people, facing financial insecurity and a pessimistic outlook on the future, are less inclined to have children.
Second, even if elected officials manage to bring a significant number of manufacturing jobs back to the United States — which is by no means certain — young people are neither interested in nor prepared for these positions. Despite a broader interest in trade jobs, manufacturing remains an exception. Recent news articles have noted that surveys show Gen-Z respondents have little desire for industrial roles, citing concerns over poor pay and safety.
Third, companies are rapidly turning to machine-learning-powered applications to automate many types of work, including a large swathe of entry-level jobs. Entry-level candidates will need to possess higher-order skills that machine-learning applications cannot handle. Job training and upskilling programs need to prepare job candidates for this future.
In a world where disruptive technologies are redefining the workplace at lightning speed, investing in education and workforce development is no longer optional—it’s a business imperative. Companies that fail to prepare their people for this new reality risk being left behind.
Trane Technologies, an ACCP member company, shows what it looks like to lead. For decades, the company has embedded corporate social responsibility into its long-term strategy. Today, it is doubling down with a bold approach to prepare both the workforce of today and the talent of tomorrow with the skills needed to thrive.
Through its Sustainable Futures initiative, Trane made a $100 million investment and committed 500,000 employee volunteer hours by 2030. The initiative empowers young people and communities by expanding access to STEM and sustainability education, with a particular focus on green careers. This isn’t charity—it’s foresight. By equipping students and young learners with the skills and pathways into high-demand careers, Trane is ensuring a more resilient workforce while addressing one of society’s greatest challenges: building a sustainable future.
Corporate social impact works best when it is aligned with business goals and community needs. Trane’s example makes the case clearly: preparing people for the jobs of tomorrow is not just good for business—it’s good for everyone.
At its core, corporate social impact work reflects the belief that a vital society and widespread prosperity are not only ends in themselves, but also important contributors to a healthy bottom line. With a shrinking population and skills gaps looming in the future, it makes perfect sense that firms will leverage social impact programs to not only address societal problems, but also business challenges. The smartest companies won’t just respond to these challenges—they’ll lead, using social impact as a strategic tool to build stronger communities, a future-ready workforce, and long-term business value.
Leaders who have scaled up their businesses know that protecting company culture is a key to successful change. At the Inc. 5000 conference, held last month in Phoenix, three leaders who have recently gone through big growth spurts shared their tips. Shuman Ghosemajumder, co-founder and CEO of the AI-powered cybersecurity firm Reken joined Kelly Johnson, founder of the advertising agency ANOVA Digital, and Ian Yang, the founder and CEO of the custom lighting design firm Gantri spoke about how they anchored their companies’ core values amid big shifts and rapid growth.
Take Stock of Your Company Culture
For Yang, the growth of his company Gantri was a long time coming, but it has made great leaps in a relatively short span since the pandemic. The Bay Area business, which clocks about $14.1 million in annual revenue, started out as a sustainable lighting and design firm in 2016, and this year launched a platform for designers to use Gantri’s manufacturing capabilities — including 3D printing — to bring their own products to market.
“The process of mass-producing designs is very costly and very time-consuming, and so a lot of great designs don’t get to be brought to market and a lot of really creative, really amazing designers don’t get a chance to share their own ideas and build businesses,” Yang explained.
As the company was growing, he consulted talent coaches, who asked the founder, “‘What do you want? What company culture do you want the company to exhibit?’ And I described all these things, and they’re like, ‘Those things are not present in your current company.’ And that realization I think was huge.”
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But with the company’s growth and diversification, “there was a difference between what the company culture was and what I wanted to be,” Yang said. “What I wanted was to empower my team was the idea of ownership, accountability, but most importantly the safety to take risks. I think with any startup, if you’re not taking risks, if you are not feeling a bit stressed about the decision you’re making, then you are not going to succeed because you’re status quo.”
Make Hiring Decisions That Support the Culture You Want
When Ghosemajumder, a veteran of Google’s trust and safety group, founded Reken in 2024, his aim was “building a platform to protect against scams and fraud that are enabled by AI that allows cyber criminals to be far more sophisticated than they’ve ever been before,” he said.
Ghosemajumder said he took lessons from his long career and kept them in mind when building out Reken. “You’ve probably heard the quote from management theorist Peter Drucker, that ‘culture eats strategy for breakfast,’ so whoever you hire in your organization, they’re going to dictate what your culture actually is regardless of what you tell them to do,“ he said. “You can’t hire a group of people who operate a certain way and then tell them, ‘We want you to operate in a completely different way, our culture.’ And so from the very beginning, one of the things that we did was we wrote down what we believe in as a company.”
You want demonstrate that you’re an organization that wants to learn as much as possible, he said, because that is a conscious break from some of the know-it-all aspects of tech culture. “It actually takes a higher level of both competence and humility to say, ‘I’m open to new ideas and open to being challenged, and I want to be able to learn what’s required in this particular role,’ because that’s actually the thing that is most important in a startup.”
Look for Employees With Entrepreneurial Spirit
As ANOVA, an agency that specializes in lead generation for professional services clients such as law firms and financial advisers, hit an inflection point, Kelly Johnson suffered severe health problems in 2022. She realized that the company needed a full-time team, and also that it had to shed some smaller clients that took a disproportionate amount of time and effort, because they were holding back growth. Her days as a one-woman powerhouse were over, and that realization made all the difference as the agency took off.
“It was at that moment that I realized I can’t do this anymore. I need to hire, I need to grow this. I’ve got a great opportunity,” that required focusing on growth clients, she said. “We just basically pivoted and focus on where we had the most experience and making the most income.”
But building a high-growth oriented team required a certain amount of balance in the workplace and outside it, she said. “I want people to feel authentic at work,” she said. “We brought on an HR consultant that does all the pre-screening, she makes sure everyone fits together. We wanted people that have an entrepreneurial spirit and they feel like they can really own what they’re doing. [Now,] we have a great team.”
Set the Right Tone for Your Business
While each CEO’s path to scaling progressed differently, a common thread emerged in the discussion. When it’s time to pursue scale and growth, leaders need to take a thoughtful, hands-on approach to hiring people who can produce in a hands-off environment.
“Organizations that are highly decentralized that are able to make decisions at the lowest possible level that are able to then reorganize themselves in order to be able to constantly shift their strategy as opposed to having to make every decision in a top down monolithic fashion,” Ghosemajumder said.
The mix of control and autonomy creates the ideal blend for growth culture, which the Google vet pointed out is never a one-size-fits all template.
“We have an infinite amount of LinkedIn, fortune cookie wisdom that we get on how to create culture and how to manage effectively,” he said. “And when you look at the most successful companies ever, the one thing that they have in common is that they weren’t blindly applying somebody else’s methodology to their organization.”
Business owners, hiring managers, and applicants have all experienced job interviews that started going south at some point, and kept grinding downward from there. But organizational psychologist Adam Grant says even recruiting exchanges that seem to offer neither side much reason to continue may hold opportunities to uncover the hidden capabilities of flub-prone candidates — if they’re handled correctly.
The best-selling author and professor at the University of Pennsylvania’s Wharton School of business underlined the hiring potentials in what otherwise appear to be no-hope job interview scenarios. Speaking at the WOBI World Business Forum in New York last week, Grant urged company owners and HR executives yearning to pull the plug on unimpressive exchanges with sputtering candidates to instead give them a second chance to demonstrate hidden capabilities. Ideally, that would involve a follow-up encounter with the struggling applicant, conducted from a different angle that they may respond better to.
The point,t, Grant said, is for interviewing executives to identify and repurpose the very areas job candidates had been stumbling on to see if they can overcome those during a second chance. The reason that’s worthwhile, Grant said, is that research has shown “how well somebody does a job is not indicated by how the first interview goes, it’s how much growth they show from the first interview to the second,” according to CNBC’s coverage of his presentation.
Aware that many business owners and human resources managers won’t have the scheduling flexibility to call a hapless applicant in for a second interview, Grant offered a workaround requiring far less time and organization.
“Even if you could pause an interview halfway and say, ‘Hey, I’ve got a couple of notes for you,’ and then watch the motivation and ability to grow from the first attempt to the second, that is a great window into ‘is somebody excited to get better,’ and also ‘do they have the capability to learn the skills that you’re trying to get them to excel at?’” Grant told the audience, CNBC reported.
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The key to offering that second chance, Grant explained, is giving flailing candidates a task directly related to the job they’re vying for. That will not only require both the applicant and interviewer to focus on skills the position involves. But it also creates the opportunity for potential recruits to demonstrate their capacity for bouncing back while proving abilities performing the work.
The extra effort, Grant said, will spare employers from “missing diamonds in the rough.”
The strategy springs from Grant’s own pre-Wharton near-miss experience, while working in advertising and hiring people for sales positions. He recounted one applicant he described as “the worst fit for sales imaginable,” particularly in refusing to make eye contact. “I didn’t know a thing about neurodivergence then,” Grant noted.
But his reaction also overlooked a key employment detail that Grant’s boss soon reminded him about.
“You realize this is a phone sales job, right?” the company president asked him, presumably from beneath sharply arched eyebrows. “There is no eye contact in this job.”
As a result, Grant called the all the applicants back in and gave them a task related to the sales jobs being filled, and using a reference they’d all be familiar with: a rotten apple. The challenge was for candidates to convincingly sell Grant on the idea of buying the withering fruit.
The person he’d scratched off his list for not making eye contact never hesitated, and promptly demonstrated his abilities for the sales job being filled.
“This may look like a rotten apple; it’s actually an aged, antique apple,” Grant recalled of the nearly axed candidate’s second-chance presentation. “You know the saying ‘An apple a day keeps the doctor away?’ Well, because of the nutrients in the aging process, you only need to eat one of these a week. And then afterwards you can plant the seeds in your backyard.”
Though Grant said he had certain reservations about the ethics of making that exact product pitch, he wound up hiring the candidate — who became the best performer on the sales team. The experience made Grant change his thinking about recruitment beyond the valuable recruit he’d nearly written off.
“What I learned from that story was not just that I needed to see him in action to gauge his potential… (b)ut also, I needed to give him a do-over,” Grant said before broadening that lesson further, according to CNBC. “I realized I had to reboot our hiring process. If you want to gauge somebody’s potential, the best thing you can do is actually give them a challenge that’s really part of the job and watch how they handle it.”
One of several effects of the longest government shutdown in history that’s clouding our economic outlook is the shuttering of the agencies that provide economic and employment data. With that flow of information closed since September, private sector observers have stepped up with their own statistics to offer business leaders a better idea of where things are headed. But no end in sight for the federal work stoppage, the job figures released this week by a variety of companies may actually create more confusion than clarity.
This week the government shutdown entered its second month, leaving legions of federal workers unpaid, disrupting services from air traffic control to food stamp distribution. It also continued preventing the Bureau of Labor Statistics from producing its regular monthly jobs reports. The agency’s last official data in September showed companies had pinched off recruitment to almost nothing beyond replacing departing workers. That cautious staffing strategy by businesses that have hesitated to hire since spring amid economic uncertainty meant a monthly average of only 26,750 positions were created between May through August, when just 22,000 openings were filled.
Since that time, companies have had to rely on statistics and analyses from private sector actors as they try to figure out how the labor market and broader economy are performing. A new wave of data released this week may leave some business leaders more cross-eyed than clearsighted.
On the positive side, payroll services company ADP said that its customers’ data indicated U.S. businesses increased headcounts by 42,000 in October. That number was a decided improvement over the 34,000 net job losses ADP reported in September, after a decrease of 3,000 in August.
But it’s still a fraction of the average 180,000 hires per month in 2024, and even less than the 64,500 monthly average between January and May. Moreover, relatively robust hiring in the healthcare, transport, and utility sectors compensated for anemic recruitment otherwise.
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“Private employers added jobs in October for the first time since July, but hiring was modest relative to what we reported earlier this year,” said ADP chief economist Nela Richardson, announcing the latest monthly estimate.
And that was the good news.
Rival payroll services and staff management company Gusto released its October employment data for small businesses, when 5,900 jobs were lost. Worse still, that extended the decline in recruitment since a recent peak of 57,400 new hires in July, which decreased to around 19,000 in September before dipping into the red last month.
“This marks a continuation of the broader hiring slowdown we’ve observed since the post-pandemic hiring surge of 2021, when small businesses were adding an average of 170,000 net new jobs each month,” the October 2025 Gusto Small Business Jobs Report said. “Notably, the overall pace of both hiring and terminations has slowed dramatically over the past two years — the so-called ‘Great Freeze’. Hiring for small businesses peaked at nearly 3.4 million per month in January 2022, and have since fallen by 37 percent since then.”
Homebase, another competitor in payroll and workforce management services, used different statistics to paint the same picture of a weakening labor market.
Its recently released “Main Street Health Report” found that what it terms “workforce participation” at the over 100,000 small businesses it studied had decreased by 2.9 percent in October — a slight improvement over the 3.5 percent headcount decline in September. That came as hiring slipped 5 percent compared to October 2024, with business activity sluggish or dropping in all sectors apart from hospitality.
So, what should business leaders make from those different, yet largely overlapping views of company headcounts remaining flat or shrinking slightly in October?
According to Appcast chief economist Andrew Flowers, amid the “fog” created by the absence of reliable government data during the shutdown, the best thing businesses owners can do is use the available “headlights” of private sector statistics to carefully steer themselves down the road. That may be unnerving, he said, but less dangerous than pessimists might think.
“What data we do have in hand suggests a continual labor market slowdown, but not the bottom falling out,” Flowers said in emailed comments to Inc.
But he also pointed to recent mass layoffs announced by Amazon, Target, UPS, IBM, and other corporations. Following those big cuts, there may be a risk that business leaders deprived of official economic and employment data could defensively replicate the headcount cutting example of bigger companies.
“This happened in early 2023, mind you — when bad vibes about jobs were disproportionate to the underlying data,” Flowers said. “This time around we don’t have the data to guide us. (But) underlying consumer spending and business investment has been surprisingly resilient. Real-time GDP tracking estimates show Q3 to be quite strong.”
Meaning employers, staff, and job seekers alike would be wise to buckle up and hope for the best as they make their way through the fog.
I’ve noticed that whenever leaders talk about growth, the conversation almost always turns to global expansion. And it makes sense — new markets and global talent can unlock enormous opportunities. But I’ve also seen that how you expand matters just as much as where.
Some organizations expand responsibly, creating opportunities for workers and building long-term business resilience. Others fall into extraction, chasing short-term gains at the expense of local talent and economies.
We believe there’s a clear difference between expansion and extraction. Our latest Global Impact Report highlights what responsible expansion looks like in practice through a review of data across our platform and first-hand feedback from those hired via Oyster. Based on that information, we see three areas that matter most: trusting and tapping into emerging markets, committing to fair pay, and equipping managers to lead with empathy.
To fully understand the difference between expansion and extraction, here’s a quick breakdown.
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Expansion happens when companies enter a new market in a way that benefits everyone. The business gains access to skilled talent, while workers and local communities gain new opportunities and investment. It’s a mutually beneficial model: as the company grows, so does the positive impact for people.
Extraction, on the other hand, is when companies enter a market to take advantage of short-term benefits, like lower labor costs or weaker regulations, without regard for fairness or sustainability. It may seem efficient at first, but the reputational damage can quickly erode a company’s ability to thrive in that market.
The difference matters. Global hiring is one of the most powerful ways to fuel growth. But done irresponsibly, it can backfire. That’s why ethical hiring practices, like the ones we’ll explore below, are the true differentiator between expansion and extraction.
Trusting and tapping into emerging markets
When it comes to the impact on people, expansion means meeting talent where they are and creating pathways for long-term success. Our report shows steady progress for both initial and subsequent hiring in emerging markets. Our definition of “emerging markets” is based on the International Monetary Fund classification for emerging economies, and it refers to regions with growing economies and vibrant talent that are often underserved in the global employment landscape.
On our platform, 37 percent of companies’ hiring through us bring on talent from emerging markets. For subsequent hires, this figure jumps to 48 percent. This increase between first and subsequent hires shows that employer confidence in emerging market talent often grows over time.
Remote work makes this possible. By building distributed teams, companies can hire across borders without requiring relocation or establishing local entities. The result is a democratization of opportunity. Skilled workers in regions once overlooked now have access to high-quality jobs, while companies benefit from fresh perspectives and diverse thinking.
In my experience, the best way for leaders to approach emerging markets is to:
Invest in development. Building skills and career readiness in emerging markets means you’re not just hiring talent, you’re helping fuel growth. Training, mentorship, and career development unlock long-term value.
Engage as partners. Expansion works best when companies treat talent not just as workers, but as collaborators who shape business growth.
Fair pay is the foundation of expansion
Even the best intention to grow through expansion can slip into extraction if compensation isn’t fair. An ethical compensation strategy is the foundation of responsible expansion. Without it, global hiring risks perpetuating inequality or undervaluing local talent.
That’s why benchmarking is essential. Leaders must ensure that salaries are competitive both locally and globally, and that they close gaps where inequities persist.
Besides being the right thing to do, fair pay is also a strategic advantage. Employees who feel valued are more engaged and more likely to deliver their best work. And increasingly, it’s not just about values—pay transparency and equity laws are being enacted across countries, making compliance another reason leaders must get this right.
For leaders, the takeaway is simple but critical:
Pay equitably. Fair and equitable compensation should be a non-negotiable part of your hiring strategy across new and existing markets.
Management needs to expand, not extract
The way companies lead their distributed teams is an important part of expansion. Too often, leaders fall into the trap of imposing their own cultural norms, expecting one-size-fits-all conformity. This form of leadership extracts, because it prioritizes efficiency and control over empathy and respect.
True expansion requires managers who adapt their style to local contexts. Empathy and cultural sensitivity are the hallmarks of leaders who can unlock the full potential of global teams.
When I think about how to best support managers through global expansion, I always come back to this:
Management isn’t one-size-fits-all. It requires adapting and understanding local cultures. This cultural empathy is essential to global success.
Autonomy should be encouraged, while continuing to respect local norms and hierarchies.
Choosing expansion helps your company grow globally
Expansion fuels growth. Extraction undermines it.
Companies that will thrive in the next decade are those that expand responsibly, by trusting talent in emerging markets, ensuring fair pay, and training managers to lead with empathy. These practices strengthen teams and create shared value for both businesses and communities.
At Oyster, we’ve seen firsthand that the more we grow, the more positive impact we can deliver. That’s the promise of expansion over extraction. And it’s the future of global business: growth that’s mutually beneficial and built to last.
The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.
Should you always call to let a candidate know that they won’t be getting a job offer?
Here’s the context: I’ve gotten calls and emails letting me know when I wasn’t accepted for a position. And my colleagues and I all agree that we hate getting phone calls. It’s awkward! If you don’t answer the phone, you’re not going to get a voicemail telling you you didn’t get the job, you’ll get a voicemail asking you to call back. Which means you’ll get excited thinking you’re getting a job offer! And then you’re live on the phone with a hiring manager trying to manage an awkward conversation.
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I’ve taken to emailing rejected candidates rather than calling, for these reasons. I take it as a kindness, rather than getting their hopes up for nothing.
But recently, a week after I sent the rejection, a candidate sent me a long email expressing her disappointment having gone through a long hiring process only to receive an email and not a phone call. I haven’t responded yet, but I plan to share why I send emails and thank her again for her time. What’s your opinion on the matter?
Green responds:
Deliver rejections by email, not by phone.
If you call people, you’re making them respond gracefully on the spot to what might be really disappointing or even upsetting news (right after getting their hopes up when they see a call from you, too).
Some people prefer calls, of course. But more prefer emails. And delivering rejections by email is so common that even people who would have preferred a call won’t typically be outraged that they didn’t get one.
That said, there are situations where it’s especially important that your emailed rejection is particularly kind and thoughtful. If someone has invested an unusual amount of time in your hiring process (multiple rounds of interviews, exercises, etc.), ideally you’d send more than a perfunctory, generic-sounding rejection. In cases like that, the note should acknowledge the investment they’ve made, and ideally offer something personalized (such as with feedback on their candidacy, a mention of a particular area of strength, or some info on why you ultimately went in a different direction).
But ultimately, the thing about rejections is that there’s no way to reject people that everyone will be happy with. If you reject people by email, some will be annoyed that you didn’t call instead. If you reject people by phone, some people (way more of them) will wonder why you subjected them to an awkward phone call instead of just emailing. If you note they had a lot of strengths, some people will think you’re BS’ing them. But if you don’t do that, some people will feel the note is cold and impersonal. If you send rejections fairly quickly, some people will feel annoyed or even insulted you didn’t spend more time considering them. If you try to wait a respectable amount of time so people don’t feel that way, others will be annoyed that you didn’t tell them sooner.
You’re just not going to please everyone. By their nature, rejections sting, and everyone has a different take on what would most minimize that sting for them personally.
If you prioritized your candidates’ experience above every other consideration (which isn’t practical or realistic), I suspect the method that would please the greatest number of people would be to email a rejection that included an offer to set up a call if the person would like feedback. But there are loads of situations where it won’t make sense to offer feedback (and it would be a huge investment of time if you did), so I wouldn’t recommend that as an across-the-board practice, although you might choose to do it with a specific person on occasion.
So … keep on emailing your rejections. Be kind and respectful and personalize them where it makes sense, but emailing is just fine.
It’s a seller’s market for skills that mesh with an increasingly AI driven environment, and a handful of them are at the top of hiring managers’ lists. While the broader job market has stalled since summer, small business hiring remains steady, and AI is having an impact on entry-level hiring for Gen-Z workers. But of course that also means that if you’ve got skills in working with and programming AI systems then you’re in demand.
A recent report from recruitment services outfit Robert Half provides estimated starting salaries for key roles across different professional fields, and the big take-away from the data is that 84 percent of the hiring managers surveyed said they’d offer higher salaries for job candidates who have the most sought-after skills.
The top of the list of skills hiring managers identified as being in-demand, and subject to higher salaries includes:
AI, machine learning and data science
Public accounting tax and auditing
Content strategy, digital project management and marketing analytics
Customer support and healthcare administration
Legal contract management
Compensation and benefits
It’s no surprise to see AI and supporting subjects like machine learning and data science here. Designing, coding, deploying, and using AI are all specialized skills, needed in specific workplace sectors. They’re so much in demand at some big tech companies that a bizarre billion dollar-scale “war” arose this summer as companies vied for the top talent and even poached key staff from each other. The same tussle for talented workers in this area is clearly filtering down to smaller tech-focused firms, and likely also to non-technology companies who want to deploy AI tools across their organizations in search of the efficiencies and productivity hikes AI evangelists promise.
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Some other specialized skills on the Robert Half list may be surprising, largely because many experts suggest AI is already capable of all but replacing humans working in customer support roles, and certain analytical and financial jobs are also expected to become AI-first work sooner rather than later. It’s possible that the list is a sampling, of sorts of a skills gap evolving between the subjects that students are studying in college and the demands of the real-life economy.
Nevertheless, the gap is a problem for hiring managers, as Dawn Fay, the operational president of Robert Half wrote in a press release about the news. “Specialized skills are the currency of today’s job market, Fay noted, adding that to tempt top talent that have the most highly sought-after skills employers will have to step up and provide “competitive pay along with meaningful benefits and perks or risk losing top candidates if their offers don’t measure up.”
The report also dug into the kind of perks hiring managers should be offer these skilled job candidates, with 50 percent saying they expect to actually add new benefits to help attract the right talent. Perhaps unsurprisingly, 53 percent of workers said financial incentives were the top perk that would induce them to switch employers, 51 percent said the same for work-life balance perks (flexible or hybrid working schedules, for example) while 42 percent said the same for retirement planning and 39 percent for health and wellness offerings. This tallies with several recent reports that suggest meaningful perks like paid overtime or food catering in the office are top asks for workers nowadays.
What can you take away from this report for your company?
If you’re looking to hire talented workers with skills on the Robert Half list, your HR team may it more difficult than in the past, as there appears to be a scarcity of these skills in the job marketplace. To attract the top talent you may also have to offer higher salaries than you may have planned when deciding to fill a position — talented job candidates with skills like AI or auditing know their worth, and they may be offered higher pay by rival companies vying to hire them.
Refreshing your benefits and perks offerings is also likely a good idea. Savvy managers may think of tailoring company perks to appeal to the desires of Gen-Z, the generation currently entering the workforce and bringing with them a very different set of expectations—including a focus on mental health, wellness and work-life balance.
I’ll never forget the first time one of my best team members resigned. My immediate reaction? Panic.
Who would handle their workload? How would the team respond? And, if I’m being honest, what did it say about me as a leader?
If you’ve ever had a star employee walk into your office and hand over their notice, you know the sinking feeling that comes with it. It can feel like the rug has been pulled out from under you.
But here’s what I’ve learned over the years: while a resignation might sting at first, it can also spark growth in ways you didn’t expect.
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Step 1: Don’t react emotionally
It’s natural to feel frustrated, or even blindsided. But decisions made in the heat of the moment usually aren’t the best ones. Take a step back and process the news before doing anything else.
Instead of rushing to “replace,” ask yourself: What has changed since this person was hired?
Your company has likely evolved. The role should too.
Step 2: Rethink the role, don’t just backfill it
Too many leaders panic-post the same job description, copied and pasted from years ago. That’s a missed opportunity. Before you start recruiting, consider:
What skills does the team actually need right now?
What outcomes are most critical for the next quarter, or even the next year?
Would a blend of freelance and full-time talent make more sense?
At Creative Niche, I’ve seen companies transform by taking a pause here. Instead of simply plugging the hole, they realigned roles to better fit their business strategy, and ended up stronger than before.
Step 3: Hire with intention, not urgency
The temptation is real: fill the role as fast as possible to ease the pressure. But a quick fix can lead to bigger problems. A rushed hire risks poor fit, disengagement, or turnover down the road
In fact, a bad hire, or burning out your remaining team while you scramble, can cost far more than a thoughtful recruitment process.
Instead, define what success looks like in the role. If you were sitting here a year from now, what results would make you say, “That was a great hire”? Map out clear 30, 60, and 90-day goals before you ever post the job.
Step 4: See the bigger opportunity
Yes, losing a great employee hurts. But it also forces you to reexamine your team structure, refine your priorities, and even uncover hidden talent already on your team. Sometimes the best opportunities for growth show up disguised as setbacks.
When One Door Closes, Another Opens
At the end of the day, a resignation doesn’t have to signal a crisis, but it can signal possibility. Yes, it’s natural to feel the sting when a top performer walks out the door. But I’ve seen firsthand that these moments often push leaders to think more strategically than they would have otherwise.
Maybe that means redesigning the role to better reflect where the business is headed, or uncovering untapped potential in the people who are already on your team. Maybe it means slowing down and taking the time to find someone who’s not just a replacement, but a real driver of growth. Whatever the outcome, a departure can act as a reset button, an opportunity to align your talent with your vision for the future.
So the next time you lose someone great, don’t ask, “How quickly can we fill this?” Instead, ask, “What could this open up for us?”
That simple shift in perspective can turn what feels like a setback into one of the most pivotal growth moments for your company.
The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.
Thinking of using AI to write a job description for your company? Experts and recruiters are cautioning against it.
What’s wrong with automating this part of the often long, difficult hiring process, especially for highly specialized IT roles? While using AI might be a time-saver, according to many in the recruiting world, it also robs the company of the ability to think deeply about what a job requires, as well as an opportunity to connect in a more human way with candidates.
Paul DeBettignies, the founder of Launch Hiring as well as founder and strategist of Minnesota Headhunter LLC, said that he doesn’t have a lot of faith in the use of AI for crafting job descriptions.
“If we’re going to automate everything, then hiring, finding a job, and recruiting is going to become even more transactional than it’s already been,” DeBettignies said. “We all already say we don’t like it, so we’re just going to do more of it?”
DeBettignies added that recruiting has always relied heavily on tech tools. Many years ago, a time-strapped recruiter might have used cut-and-paste to slap together a job description from other job descriptions found online, such as Craigslist. AI might only make this trend worse.
“For years, job descriptions have always sucked, and now that we’re using AI, AI has been training on crappy job descriptions,” DeBettignies said.
Failure to launch. Creating a good job description relies on insightful questioning. Managers must articulate who they might need to hire and why. According to recruiting author, facilitator, and speaker Katrina Collier, “most of them get it wrong.”
Fortune reported last year that 66% of managers are “accidental”; Collier said accidental managers haven’t been trained in managing a team, let alone in replacing someone’s role within it.
“Unfortunately, the managers just want recruitment to go away, it’s their least favorite task,” Collier said. “When you’ve got the likes of any of the large language models, OpenAI, whatever it is, they can just type in…whatever, and up comes a job description and they go roll with that.”
Collier said the description generated by AI often isn’t specific to a company and team. Instead, she encourages recruiters to have an internal conversation to work it out.
If a company chooses to lean into the AI description, DeBettignies can ask the model why someone might not want to apply for the role. He often gets the same three answers: There are too many bullet points, there isn’t information on why someone would want to work at a company, or there isn’t enough information on salary or benefits.
“My advice is to not fully automate this,” DeBettignies said. “I do appreciate speed and I appreciate efficiency. Hopefully it does get us to…where we are now able to do the human things more and better and deeper than we’ve been able to do.”
AI as a spackle of sorts. To some, like Steve Visconti, the CEO of cybersecurity company Xiid, AI is a tool that could be used to help fill gaps in job descriptions.
Visconti said he believes AI is a good tool for help with job postings, “because you don’t want to overlook something that should have been obvious.”
“I would write the job description—which I do, by the way, I do this—and then I generate an AI version,” Visconti said. “Then I try and merge the two and see how I can make it better. So, in a sense, AI didn’t save me a lot of time, it just made it better in that specific case. I think it’s a great tool, very valuable.”
Visconti pointed out how AI could help fill in required skills for a vital IT position, including cloud native, Kubernetes, OpenShift, and so on.
Collier agreed that the tool could be helpful if “you really know who you need to hire” and AI is used to help flesh out a description.
“It can be amazing if you’ve done all the research, but often it’s just a case of, I need a quick win,” Collier said. “They just go and ask, and then [AI is] pulling in all the badly-written job descriptions that exist in the world and going, ‘Yeah, here’s a great one.’”
Fortune Global Forum returns Oct. 26–27, 2025 in Riyadh. CEOs and global leaders will gather for a dynamic, invitation-only event shaping the future of business. Apply for an invitation.
Opinions expressed by Entrepreneur contributors are their own.
Finding the next game-changer for your business isn’t luck — it’s a calculated hunt. The leaders who consistently win in business know how to identify, attract and lock in top talent before anyone else realizes their potential. Forget waiting for resumes to land on your desk. You need to know where to look, what to look for and how to close fast.
The same principles that discovered Michael Jordan apply to business recruiting: discipline in scouting, precision in evaluation and decisiveness in making the offer. And yes, that also means understanding what the next generation actually cares about, not just what you think they care about.
Here are five proven strategies to make sure you spot and secure the best talent before your competitors do.
If your only recruiting strategy is posting on LinkedIn or waiting for applications to roll in, you’re already behind. The most exceptional talent often doesn’t announce itself publicly — they’re too busy building, competing and proving themselves elsewhere.
Some of the strongest hires are hidden in niche forums, specialized Slack groups, college programs, coding competitions or industry hackathons. These are places where ambitious people showcase their skills without necessarily signaling they’re “on the market.”
Think of it like sports. Michael Jordan wasn’t discovered at a crowded job fair — he was spotted by scouts who looked beyond the obvious pipeline. If you want to find rare talent, you need to go where the masses aren’t paying attention. That might mean sending a trusted team member to judge a hackathon, sponsoring a local competition or simply reaching out in communities where your competitors aren’t looking.
2. Understand the new motivators
Money still matters, but it’s only the starting point. Today’s top performers — especially younger talent — are motivated by purpose, mentorship and long-term growth trajectory. They want to know: Does this company align with my values? Will I grow here? Will I be mentored?
My wife, a respected professional who literally wrote the book on career navigation, explains that the workforce of today is far more intentional about choosing companies that fit their lives, not just their wallets. If you can’t clearly communicate how your business aligns with their personal and professional ambitions, you won’t win them — no matter how big the paycheck.
This doesn’t mean you have to overhaul your company culture overnight. But it does mean you need to articulate your value proposition beyond compensation. If your company offers accelerated learning, exposure to industry leaders or a strong social mission, make that part of your pitch.
The worst time to start recruiting is when you have an urgent vacancy. By then, you’re playing catch-up — and usually settling.
Think about it in sports terms: You don’t wait until your star point guard retires to start looking for the next one. The best teams always have a pipeline of prospects in the wings, ready to step up.
Great CEOs and executives adopt the same mindset. They’re always recruiting — at conferences, over coffee, during casual conversations. That doesn’t mean offering jobs on the spot; it means building relationships long before you have an open role.
Start by keeping a running list of high-potential individuals you meet. Check in occasionally, invite them to events, and let them know you admire their work. When the right role opens, you’ll already have a shortlist of warm candidates who know your company and are more likely to say yes.
4. Hire for ceiling, not just resume
Resumes tell you what someone has already done. But what matters more is what they’re capable of becoming.
A solid performer with sky-high potential will often outperform a “perfect on paper” candidate who’s already peaked. In basketball terms, you’re looking for the player who’s still coachable, hungry and willing to put in the work — not just the one with the best stats from last season.
This requires a mindset shift. Instead of obsessing over every qualification, look for adaptability, curiosity and grit. These qualities often predict long-term success far better than technical skills alone.
Here’s where having a structured evaluation process is critical. My wife’s frameworks, for example, focus on assessing coachability, problem-solving approach and growth mindset. Tools like these can separate an average recruiter from an elite one by giving a clear method to evaluate potential, not just past performance.
Hesitation kills deals. The best talent has options, and if you’re slow to move, your competitors will happily swoop in.
Great CEOs treat hiring decisions like acquisition deals: They act on intel, instinct and a clear read on ROI. Once you know you’ve found your Michael Jordan, don’t drag things out with endless interviews or bureaucratic delays.
When you’re ready, move quickly and decisively. That doesn’t just mean making an offer — it means making the offer. One that makes the candidate feel valued, respected and excited about saying yes.
Remember, in the war for talent, there’s no silver medal. You either close the deal or you lose the player.
The leaders who know how to scout smart, connect with what talent truly wants and move with decisiveness are the ones who build companies that dominate for decades. Everyone else is left wondering how they “missed out” on the game-changers they once crossed paths with.
The truth is simple: Talent doesn’t fall into your lap — it’s hunted, cultivated and closed with intent. The question is, are you ready to start recruiting like a championship team?
Finding the next game-changer for your business isn’t luck — it’s a calculated hunt. The leaders who consistently win in business know how to identify, attract and lock in top talent before anyone else realizes their potential. Forget waiting for resumes to land on your desk. You need to know where to look, what to look for and how to close fast.
The same principles that discovered Michael Jordan apply to business recruiting: discipline in scouting, precision in evaluation and decisiveness in making the offer. And yes, that also means understanding what the next generation actually cares about, not just what you think they care about.
Here are five proven strategies to make sure you spot and secure the best talent before your competitors do.
University City District’s West Philadelphia Skills Initiative (WPSI) and
PIDC’s Navy Yard Skills Initiative (NYSI) are launching a collaborative
professional development program to train Philadelphia residents for
full-time, quality-wage careers with employer partner Naval Surface Warfare
Center, Philadelphia Division (NSWCPD).
NSWCPD is located at the historic Navy Yard and will offer opportunities for
program graduates to connect to Management Assistant roles starting at
$26/hour. Applications are being accepted for the training program through
August 23rd, with the program running September 19th through October 11th.
Interested applicants can
visit navyyard.org/skills to learn more about the program, training
dates, and to submit an application.
PIDC is hosting a
virtual information session on Thursday, August 15
to provide an overview of the program and recruitment process. Attendees
will be able to hear the employer partner, Naval Surface Warfare Center,
Philadelphia Division and ask questions.
Registration is now open.
The Management Assistant Program, custom-designed in collaboration with the
West Philadelphia Skills Initiative (WPSI) for the Naval Surface Warfare
Center, Philadelphia Division (NSWCPD), connects participants to the tools
and supports needed to build meaningful careers as federal employees. This
full-time role, earning $26.36 per hour, provides administrative support to
the managers and project teams responsible for naval machinery functionality
at the Navy Yard.
Who should apply?
The program seeks organized office professionals with experience
coordinating schedules, greeting guests, preparing travel arrangements, and
using Microsoft Office products. Submit an application by Friday, August 23 at 5 p.m.
Opinions expressed by Entrepreneur contributors are their own.
We have all heard the jokes online that if someone puts in their job listing that “we will treat you like family,” you should run away — that is the last thing that a company will actually do. To be completely transparent, I once consulted with a friend who worked with a company that said this, and they had an extremely high turnover rate.
Employees at this company called and sent Slack messages at every hour of the day. The manager expected the employees to be available 24/7 even though the company itself operated with normal 9 to 5 hours. The manager would host a team meeting every month where they called out every single person on the team to tell them what they did wrong throughout the month — in front of everyone else. Achievements were never acknowledged in these team meetings.
On the other hand, my friend also worked with a different company whose employees absolutely adored the work culture. If you made a mistake, the business owner acknowledged it and helped you understand ways you could improve in the future. There was never a punishment or scolding involved. She encouraged everyone to use it as a learning experience.
She also recognized people’s strengths and would actively approach them about other opportunities. For example, she noticed one employee who was originally hired to answer the phone had an affinity for numbers and enjoyed budgeting. With a lot of encouragement from the team and a little training, that receptionist moved up to inventory management.
All jokes and internet memes aside, the culture at your company can make or break your business.
According to the Society for Human Resource Management, it can take up to 6-9 months worth of an employee’s salary to find their replacement. That means losing a $60,000 employee can cost you up to $45,000 trying to find their replacement. Just to put this into perspective, that aforementioned company with the horrible work culture had an average six-month turnover rate for a team of 15 people. Let’s say they were all salaried at $60,000. That means every six months the company was essentially burning $675,000 — which adds up to $1.35 million per year. As you might have guessed, that company went out of business.
Of course, company culture is far more than money. Morale, performance and finding top talent all take a hit with a lackluster workplace atmosphere. Without positivity and recognition of successes, employees feel as though they can never do anything correct, which leads to low morale and, in turn, low innovation and enthusiasm for the job. If someone does not care about their job, they will not do it well, leading to external issues for the company such as poor customer service and missed deadlines. And if the company is not able to innovate in our fast-paced ever-evolving world, the business will not survive.
This then leads to employment issues. Companies with a negative reputation will find it difficult to hire top talent because no one wants to work in a place where they are not valued. According to an estimate published by Gettysburg College, the average person will spend 90,000 hours of their lifetime at work — that’s about one-third of a person’s life. People do not want to spend that time in a place that causes them stress or pushes them to the brink. This includes current employees too; people do not want to work at a place where they constantly fear losing their job; so, many people (once they realize the toxicity of the workplace culture) will quit. This leads to a never-ending, vicious cycle of talent coming and going, leaving the business without a way to grow.
There has been a shift recently where people are not staying at jobs as long as they used to. You’ve most likely heard of people who worked at the same company for 50 years or more. Nowadays, it’s more common than not to hear of someone who has worked for multiple businesses over a span of just a few years. This is due to the kind of work, benefits included and — you guessed it — company culture. Having worked for almost two decades in the hiring industry, here are ways to create a company culture that will retain your top talent, save you money and help your business grow:
Be present. Too many people want to own companies without having to be present to run them. If you do not want to work there, why would your employees want to work there?
Lead by example. Everyone is human, and even artificial intelligence tools make mistakes. Use a mistake or problem as a learning example, and you might even be able to turn it into a marketing opportunity.
Empower employees. Give your employees the opportunities to go further in their careers with training, certifications, etc. If someone wants to improve, help them!
Celebrate achievements. Recognize successes and create goals that lead your team to receive rewards.
Communicate openly. If something is going wrong, it needs to be pointed out. Do so in a professional manner so that the team can address the problem.
Promote a work-life balance. Especially in a remote workforce, people are tied to their devices. Make them take breaks and vacations and set a range of working hours that encourage this balance.
Offer incentives as part of the job package. Benefits play a big role too for potential incoming talent. Look at what your company can offer to entice employees to join your workforce.
If you are not sure what to change with your workplace culture, go to the source and ask your employees. Their invaluable feedback will help you create a culture that encourages employees to stay and fosters top talent to grow with the business.
Workers enter Goldman Sachs’ headquarters in June 2021. The investment banking giant said in a memo in 2019 that it would relax its dress code.
Michael Nagle/Bloomberg
WASHINGTON — Almost 40 years ago, Gordon Gekko declared “Greed is good” in the 1987 movie “Wall Street.” Michael Douglas’ iconic character, decked out in sharply tailored suits and slicked back hair, came to represent what many thought titans of the financial sector looked and dressed like.
But gone are the days of the suits and suspenders, power ties and polished shoes. To be sure, the financial sector is less dominated by men today than it was in the 1980s when Douglas popularized the Gekko image, and overall women’s fashion has undergone its own set of changes. Instead, bankers, especially men, are now embracing a more casual style and less conspicuous consumption, while still projecting a sense of dignity and gravitas. This mirrors broader changes in social norms, corporate culture and client expectations.
“Bankers have engendered, by the very definition of their work, financial responsibility in all their business relationships and should be dressed in a sober capacity but one that still represents their background and integrity,” said Richard Press, who ran J. Press in New York for over three decades before it was acquired by the Japanese apparel firm Onward Kashiyama in 1986. “I think that’s best represented by wearing a natural shoulder dark gray suit with an appropriate repp-stripe or emblematic tie that provides the image of fiscal responsibility.”
A history of business fashion
Crucial to understanding the foundation for what is considered proper business attire today for men is the history of tailored suits. Derek Guy, a menswear expert who goes by @dieworkwear on the social platform X, says the archetypal banker look largely originates from the longstanding traditions of a certain social class in England. Until the last century, British professionals split their time, and getups, into two distinct modes. (For full disclosure, I am an aficionado of men’s fashion and because of that, I have focused mostly on menswear in this story. I’ll leave commentary on women’s business attire to others who are more suited to that task.)
“The upper class in Britain had wardrobes that were divided between the city — in this case the city London — where you did business and the country where you pursued sport, and that was often Scottish estates,” Guy said.
City wear consisted of generally more conservative attire. That meant darker suiting, solid shirts, black footwear, silk scarves and charcoal or black overcoats — often in the Chesterfield style with a velvet collar. Country attire was all about sporting, and would include heavier wool tweeds, tattersall or tartan patterned shirts, brown pebbled leather shoes and tweed flat caps.
Though menswear styles have changed over the decades, hints of those conventions can be felt in Gekko’s look — designed by renowned clothier Alan Flusser. The character specifically wore shirts with a more formal, stiff spread-collar reminiscent of an English banker style.
Overall, Douglas’ costumes in “Wall Street” were a composite caricature of the most ostentatious aspects of city banker attire of the 1980s. Flusser based Douglas’ wardrobe for the movie on what Wall Street power brokers at the time wore when they became successful.
“In those days, when guys made a lot of money, they went to Savile Row to get the clothes, shoes and everything else made,” said Flusser, referring to the area of London well known for its bespoke clothing for men. “That was the top of the sartorial mountain as such.”
Flusser noted the cultural impact of the movie was quite massive. “It was really remarkable. We couldn’t make clothes fast enough to address — no pun intended — all the people coming in who wanted to look like their version of Michael Douglas,” said Flusser. “Gordon Gekko is still kind of an influence — even if it’s unconscious — in the way some people want to look.”
For decades, Press clothed many Wall Street bankers from his Ivy League-inspired menswear boutique, J. Press. The company was founded in 1902 by Press’ grandfather, Jacobi Press, on Yale University’s campus. It still maintains brick-and-mortar stores in major East Coast hubs.
However, unlike the Gekko character, Press said that many male bankers, especially those who were Ivy League graduates, preferred button-down shirts which had soft, billowing collars anchored down by buttons. While often considered a more informal type of shirt in business attire, the buttoned collar style was a signature of Ivy League dress throughout the 20th century and continues today.
“A very large percentage of our custom [and] bespoke customers at that time were bankers,” he said. “For daytime wear, their outfits were usually gray suits, whether it was solid, pinstripe, dark, flannel or herringbone.”
But as Guy noted, this standard is decades out of vogue. The suit and tie have been in recession for years now. “I don’t think many people wear that anymore,” he said. “Over the last 80 years the tie has been on a slow descent and went into free fall after the casual Fridays of the 1990s.”
Things got casual
When thinking about Wall Street firms, there are few more prominent than the white-shoe investment banking giant Goldman Sachs. It’s the company that young and hungry recent college graduates with degrees in finance and economics strive to work for.
Given this reputation, it was rather shocking when the company announced, in 2019, that it was shifting toward a more casual dress code. Though the memo outlining the change didn’t provide specifics, CEO David Solomon wrote, “All of us know what is and is not appropriate for the workplace.” Certain divisions within Goldman had been allowed to dress more casually before the change became companywide.
At the time of the announcement, one news report called the move “once unimaginable” for the company’s “monk-shoed partners and bankers in bespoke suits.” Goldman declined to comment for this story.
The shift was a stark example of the suit being in decline for the banking sector. This move reflected a broader trend away from formal office attire and tied into evolving client expectations and the growing influence of the highly casual tech sector.
However, some expressed concerns that it may have introduced ambiguity regarding what constitutes ‘appropriate’ office attire.
“They just said, ‘You can dress more casually except for times where you clearly need to wear a suit,’” said Guy. “And then I think their vague advice was, ‘We all know what is acceptable and not acceptable’ … but no, many people don’t know what’s acceptable or not acceptable.”
Alex Klingelhoeffer, currently a wealth advisor at the Oklahoma City-based Exencial Wealth Advisors, began his career at a Charles Schwab call center in Austin, Texas, in 2013, right as the company would make a sharp turn in its office attire expectations. Klingelhoeffer said shortly after arriving at Schwab, norms were relaxed in an attempt to appear more approachable. The change meant that ties, rather than being the standard for dressing up, now represented a stuffy and outdated look. The firm, said Klingelhoeffer, was attempting to stay current by casualizing attire.
“We couldn’t make clothes fast enough to address — no pun intended — all the people coming in who wanted to look like their version of Michael Douglas,” said clothier Alan Flusser. “Gordon Gekko is still kind of an influence — even if it’s unconscious — in the way some people want to look.”
Rose Callahan
“The first year I’m there in 2013 — basically right out of school — you want to look sharp: Brooks Brothers tie, a striped shirt and a Hart Schaffner Marx suit I couldn’t afford — but whatever, you gotta look sharp,” he said. “The next year, same deal, we’re doing our executive meeting this quarter in Austin [we were told] ‘no ties, we’re approachable.’”
Klingelhoeffer attributes the relaxed dress code to the rise of the technology sector. At the time, tech companies overtook financial and energy companies to boast the largest market caps and were, therefore, more popular to invest in. Silicon Valley famously has a more informal dress code. (To reference another popular movie about business, see Mark Zuckerberg’s hoodie and flip-flops in “The Social Network.”)
The shift in the kinds of clients showing up to meetings meant that approachability became more important than dressing conservatively.
“It went from energy back in like the 2000s, then it was finance in 2005 and [from] 2013 and on it’s been tech; and whatever is popular from an investment sense, a financial sense and almost from a cultural sense, that’s where the fashion follows,” he said. “I think the thing to always remember is that banking is a service industry, there’s a lot of technical stuff, but it’s ultimately about clients.”
Klingelhoeffer said the trend has only been amplified over time particularly with the effects of remote work scrambling the traditional workplace model. This is especially pronounced with high value clients who are no longer required to be physically present or dressed formally to engage in business. Fridays, Klingelhoeffer said, are typically quiet in offices, particularly in client-facing roles, as clients are often away at country clubs or on vacation. Klingelhoeffer emphasized the importance of being available in these settings to address clients’ inquiries effectively.
“For whatever reason, for people of means these days: Monday is like a holiday, Friday is like a holiday. You get some stuff done Tuesday through Thursday and then from Thursday afternoon onwards it’s like whatever, they’re kind of working, kind of not,” he said. “You used to have clients that show up in a suit or whatever, that sort of thing. [You] never [see that now,] it’s golf shirts, T-shirts.”
He further illustrates this change by describing the CEO’s attire at meetings.
“Our CEO will come into meetings with, you know, jeans and a nice belt or whatever … and a nice print shirt,” he said. “To me, that’s like the uniform … that’s what you’ll see like higher powered execs in anytime they’re on camera, more or less.”
Klingelhoeffer noted that while this casual attire is less fussy than the previous uniform, there are regional nuances to what is considered appropriate. Bankers have to adjust their attire to meet their clients’ expectations.
“When you go down to [Dallas Fort Worth International Airport], you see a ton of dudes in like L.L. Bean fleece vests with weird colored socks and loafers because they’re all working with private equity guys out of Dallas,” he said. “Occasionally they’ll throw on some boots and go over to Fort Worth, because they’re helping guys out in the Permian [Basin] finance their oil companies. So ultimately, whoever your clients are, the dress is gonna flow from that.”
Jessica Cadmus, founder of Rogue Paq Accessories and a stylist at Wardrobe Whisperer, has made a career out of styling Wall Street professionals. Cadmus emphasized the importance of her clients projecting a polished image, tailored to their individual preferences, while remaining open to the aesthetic preferences of their clients.
“You want to try to match the vibe while always being neat, clean and polished,” she said. “Ostentatiousness with clients is typically frowned upon,” she added. “The unwritten rule is to avoid conspicuous consumption, which definitely pertains to attire.”
Cadmus highlighted the importance of personal branding and appearance on Wall Street. While codes have relaxed, there are still red lines for bankers, as certain clothing choices are universally deemed unsuitable for a banking setting. For example, she says denim is typically relegated to Fridays in many prominent firms. And typically larger firms tend to be still more formal in their clothing requirements while smaller companies are more casual. She noted that Goldman Sachs and Morgan Stanley usually set the standard. Morgan Stanley declined to comment for this story.
“Most of my banking clients are either asking for, or being trusted with, large amounts of money and, so, personal appearance needs to convey trustworthiness or, at the very least, competence,” she said. “Visible tattoos for client-facing employees remains a bit of a taboo [as are] open-toed shoes for women and white pants for men.”
When it comes to setting the gold standard for Wall Street banker attire, Cadmus said certain firms lead the way. She says Wall Street attire — like the business itself — also reflects a hierarchical culture, where seniority influences attire choices. While cleanliness and polish are universal expectations across all levels, the details of attire evolve as individuals progress through the ranks.
“If you just focus on watches, a VP would typically wear a Cartier Tank watch — these days with a leather strap versus a metal strap — and a senior [managing director] or partner — as they still call them at Goldman — would more likely wear a Panerai or a Patek Philippe,” she says. “If a junior person came in sporting a Patek Philippe that would be frowned upon.”
While subtle expressions of success are still prevalent, she says good taste dictates keeping overt displays of wealth to a minimum. “Actually, it would be more likely that the partner would wear a Timex to work but have a collection at home that would include a Panerai, Patek Philippe, a Rolex and maybe a Favre-Leuba,” she said.
A pedestrian passes a shop window on Savile Row in March 2022. That area of London is well known for its bespoke clothing for men.
Hollie Adams/Bloomberg
Are ties gone forever?
Wall Street business attire has been trending toward the more casual. But experts are split on whether this is a permanent change. Guy thinks the days of neckties are squarely behind us. “I talked to high-end clothiers and one told me that he thinks of his necktie collection now as just part of the store’s decor, the way that TGI Fridays puts up those chintzy roadside signs … it’s just a way to set the mood,” he said.
Some, like Cadmus, have a more nuanced perspective on the trajectory of fashion trends. While she remains skeptical about the complete resurgence of the formal styles prevalent in the ’80s and ’90s, she acknowledges a shift within the industry away from the exceedingly casual norms that emerged during the pandemic era.
“At recent conferences, my clients were reporting more formal attire overall — suits and no ties, versus what they experienced over the last few years, which was more blazers and no suits at all,” she said. “Women have made a large shift toward dresses — or pants and blazers — versus the corporate suit that was a staple for years.”
Womenswear, she added, has undergone some of the most stark changes, with dresses and new kinds of footwear being worked into financial professionals’ rotations. For example, she said Maxi dresses are currently in vogue for women as are chunky loafers and shorter boots. “Akris has excellent workwear dresses as does Max Mara and brands like The Row, Diane Von Furstenberg and Loro Piana,” she said. “As for shoes, block heels have largely replaced the pump. This past winter we saw a resurgence of boots that ended below the knee versus the to-the-knee and higher boots we’ve seen the last several years.”
Data indicates that as the banking industry continues to adjust to the new normal, there might be a wider cultural movement toward adopting slightly more formal attire as the pandemic becomes a distant memory.
As employees make their way back to the office, Rent the Runway, a wardrobe rental service, experienced a significant increase in the demand for workwear rentals during the summer of 2023. This surge suggests a potential revival in the requirement for office-appropriate clothing, reminiscent of trends observed prior to early 2020.
According to the Partnership for NYC, 65% of financial sector employees are back to work, one of the highest rates across all sectors. Additionally, observations from Morgan Stanley’s 2023 annual financial conference revealed a notable increase in formal attire, with only roughly half of the executives opting to forgo ties compared with 81% in 2021.
Circana, a firm which tracks consumer behavioral data, highlighted a notable boost in the tailored clothing market in 2023, with sales revenue surpassing even pre-pandemic levels by 8%. This resurgence in tailored clothing sales suggests a renewed interest in traditional business attire as professionals readjust to in-person work environments.
Made-to-measure menswear retailer Indochino’s record-setting revenue in the first quarter of 2023 further corroborates this trend, signaling a growing demand for tailored clothing among consumers across the board.
As the return-to-office trend gathers steam, it seems that the general public is inclined toward a sharper appearance compared with recent years. This suggests that it might only be a matter of time before the effect trickles upward, influencing bank clients to adopt more tailored attire, thereby influencing bankers to do the same.
As new sales of tailored clothing have increased, the market has evolved to include styles which blend formality and approachability, such as J. Crew’s more casual Ludlow suits and loafers as opposed to laced dress shoes.
“The biggest way [to stay up-to-date] for men is largely losing the tie and the biggest way for women is largely ditching heels, or maybe wearing them once or twice per week instead of daily,” Cadmus said. “[Loafers] are a huge trend and they are meeting that middle ground in dress that is the current sweet spot.”
Guy argued relaxed workplace norms can allow professionals to find freedom in their attire selection. He says the days of being reprimanded for eschewing a tie seem like relics of a bygone era.
“For the guy who’s trying to just look appropriate for the office, to me that’s not, it’s not too difficult. Like you could go to Brooks Brothers, J. Press or even J. Crew, buy a few pairs of at least chinos, if not wool trousers, a button-up shirt and maybe buy at least one tie if you really need it, but you probably don’t,” he said. “The nice thing about our current kind of dress culture is that you can wear whatever you want, with very little recourse.”
Flusser noted that informality does not necessarily mean poor dress. He argued comfort does not necessarily mean schlubby.
“Now the question is, how comfortable can you be, are you allowed to be, and still look business-like,” he said.
Cadmus notes that with companies still trying to enforce their return-to-work mandates, attire is somewhat a secondary concern.
“Things are still a bit all over the place with some people wearing suits at one end of the spectrum, and some people still trying to get away with denim and/or sneakers,” she said.
“Firms are so focused on just getting people back in the building that they are not yet completely cracking down on dress,” Cadmus added.
Opinions expressed by Entrepreneur contributors are their own.
In recent years, the labor market has witnessed a profound transformation, called the “Great Resignation,” where record numbers of employees left their jobs in search of something more fulfilling. Many individuals now choose the path of freelancing and independent work over traditional employment. This shift is largely fueled by a quest for flexibility, autonomy and the pursuit of work that resonates on a personal level.
Technology has played a pivotal role in this transition, making it easier than ever for individuals to find freelance work, manage projects and communicate with clients from anywhere in the world. This digital revolution, combined with a growing cultural emphasis on work-life balance and meaningful employment, has made the freelance lifestyle more attractive and feasible.
However, the allure of independence doesn’t just hinge on being one’s own boss or setting one’s hours. Many are drawn to freelance work because of the severe mismatches they perceive in traditional job environments, which often lack flexibility, fail to offer compelling career paths or neglect to align with modern values like sustainability and inclusivity.
Strategies to attract independent talent back to traditional work
As the landscape of work undergoes its most significant transformation in decades, traditional businesses must innovate not just to survive but to thrive. Here are several strategies that can help re-attract independent workers:
1. Flexibility and autonomy: One of the most cherished aspects of freelance life is the ability to control one’s schedule and work environment. Traditional companies can appeal to this need by offering flexible working arrangements. This might include options for remote work, flexible hours and results-oriented performance metrics instead of strict clocking in and out. For example, a tech company could implement a “results-only work environment” (ROWE) where employees are judged solely on their output and not when or where they complete their work.
2. Project-based roles: Many freelancers enjoy the diversity of working on different projects, which keeps their daily routines dynamic and engaging. Companies can capture this interest by creating project-based roles or temporary positions that allow workers to contribute to specific initiatives with a clear end date. This approach not only satisfies the worker’s need for variety but also gives companies the flexibility to scale labor up or down based on current needs.
3. Cultural alignment and values: Modern workers, particularly millennials and Gen Z, are increasingly drawn to companies that reflect their personal values. Businesses that prioritize sustainability, diversity, equity and inclusion are more likely to attract independent talent who are looking for more than just a paycheck. Publicizing initiatives and real impacts in these areas can make a traditional employment setting more appealing. For instance, a company might highlight its commitment to reducing carbon emissions or its active role in supporting local communities.
4. Professional development and career growth: Freelancers often invest in their own skill development to stay competitive. Companies that offer robust training programs, regular workshops and opportunities for career advancement can draw independents back into the fold. Highlighting a commitment to employee growth can assure potential hires that they will not stagnate but continue to develop professionally. An organization might, for example, offer an annual stipend for employees to attend conferences or take courses relevant to their jobs.
The integration of independent talent back into traditional companies offers substantial benefits to both parties:
Increased innovation and creativity: Independent workers often bring fresh perspectives and innovative ideas gained from diverse project experiences. By incorporating these freelancers into their workforce, companies can foster a more creative environment, driving innovation. For instance, Google has leveraged independent contractors for various projects to inject new ideas and approaches, which has often led to breakthroughs in technology and user experience.
Flexibility and scalability: The ability to scale workforce capabilities up or down depending on project demands is a significant advantage for companies facing fluctuating market conditions. Freelancers provide a flexible labor pool that can be tapped into as needed, reducing the overhead associated with permanent staff while still meeting business goals.
Diversity of thought and skills: Freelancers typically work across a range of industries and disciplines, bringing a wealth of diverse skills and viewpoints that can enhance problem-solving and decision-making within traditional firms. This diversity can lead to better outcomes and a more resilient business model.
Enhanced employee satisfaction and retention: By adopting flexible work policies and valuing professional growth, companies can improve overall job satisfaction among all employees, not just freelancers. This can lead to higher retention rates and a more engaged workforce.
As the fabric of the workforce evolves into a mosaic of traditional employment, freelancing and independent contracting, businesses stand at a pivotal crossroads. The phenomenon known as the “Great Resignation” signifies a deeper, underlying shift — a redefinition of what it means to work and to be fulfilled by one’s labor. This is not just a trend but a transformation in the ethos of work itself, driven by a generation that seeks purpose, autonomy and flexibility.
Adapting to this new reality requires more than superficial changes; it demands a fundamental rethink of how businesses structure work, engage with employees and define their corporate culture. Strategies like enhancing workplace flexibility, embracing project-based roles, aligning organizational values with those of a changing workforce and fostering continuous professional development are vital. Yet, they are merely the starting point of a broader dialogue about work in the 21st century.
As business leaders, it is imperative to challenge the status quo and critically assess whether your current practices meet the needs of a diverse and evolving workforce. Engage in conversations with both your teams and independent professionals to understand their perspectives and needs. Implementing the discussed strategies should not be seen as a checklist to complete but as part of a larger, ongoing process of organizational transformation.
Explore collaborative models that benefit both your company and the independent talent. Such models should not only attract but also sustain a relationship that nurtures mutual growth, innovation and respect. The future of work isn’t about choosing between traditional and independent paths but about creating an ecosystem where both can thrive together.
ALBANY, N.Y. (NEWS10) – 70 federal, state and local law enforcement agencies looked to hire at the 2nd Annual Recruiting Women into Law Enforcement event. Many agencies, like the F.B.I. and New York State Police, have pledged to increase the percentage of female recruits to 30 percent by the year 2030.
Agencies from around the Capital Region, central New York and Vermont were present at the Albany Capital Center to answer questions for interested candidates. Some were on the fence when they walked into the building, like UAlbany student Jaya Dixon.
“I’m kind of leaning toward it now. Once I came here, I was kind of influenced by, especially, all the women on the panel. It was very important seeing women, especially women of color, in law enforcement knowing that it’s a kind of male-dominated area,” said Dixon, who is a junior majoring in communications and minoring in Spanish.
One example was New York State Police Lieutenant Treneé Young, who spoke on the panel.
“I am very, very honored to be able to let them know that there is a path forward in law enforcement, if it’s what you choose,” said Young.
On Thursday she will blaze the trail as the first African American woman to become a captain for the New York State Police.
Young will be the first African American woman to rise to the rank of captain for the New York State Police on Thursday.
“It feels great. I can’t believe that my journey is playing out this way and I’m really excited. I look forward to setting an example and being a role model for all the people who are going to come behind me,” said Young.
She certainly made an impression on Dixon, who said Young’s story inspired her.
“I was really influenced and I think now that I’ve seen and heard their stories, I’m more interested in it now. I think it’s kind of confirmed but I’m still just exploring for the most part,” said Dixon.
If you’re thinking about pursuing a career in law enforcement, organizers recommend you start by researching the agency you’re most interested in, then go for it.
BCB was started on the belief that Bayonne, a city of about 70,000 people that is sandwiched between Newark, Staten Island and Brooklyn, was underserved by community banks, according to the company.
Ramin Talaie/Bloomberg
Community banking veteran Michael Shriner is taking the leadership reins at BCB Bancorp following the retirement of the New Jersey bank’s longtime CEO.
Shriner will become president and CEO of the Bayonne, New Jersey-based firm and its BCB Community Bank subsidiary at the start of next year, the company said Thursday in a press release.
“Michael has an established record of building a high-performance banking culture and results-driven profitability management,” Mark Hogan, chairman of BCB’s board of directors, said in the press release.
Shriner will succeed Thomas Coughlin, who has served as BCB’s CEO since 2014. Back in 2000, Coughlin founded the bank, originally known as Bayonne Community Bank, with the support of local investors.
BCB was started on the belief that Bayonne, a city of about 70,000 people that is sandwiched between Newark, Staten Island and Brooklyn, was underserved by community banks, according to the company.
Coughlin, who received $1.6 million in total compensation last year, will continue to serve on BCB’s board of directors.
“It is an honor to have served BCB for almost 23 years,” Coughlin said in the press release. “Throughout my career, I have been fortunate to work with an outstanding group of banking professionals, and I am extremely proud of what we have accomplished together.”
BCB, which reported $3.8 billion of assets at the end of the third quarter, operates 28 branches in New Jersey and New York. The bank acquired in-state rival Allegiance Community Bank in 2011 and Edison, New Jersey-based IA Bancorp in 2018.
Shriner entered banking in 1987, and he served in various leadership positions at Millington Bank before moving into the top job in 2012. During his tenure as CEO, Millington Bank converted from a thrift holding company to a fully public institution through a second step conversion.