HR & Recruitment

4w

The Interview That Changed Everything

Let me take you back to an interview we had -- not long ago -- with a candidate whose résumé was an actual masterpiece.

MIT grad, five languages, built half the tools your team probably uses.

But somewhere between, "Tell us about your last team project," and "How do you handle feedback?" we realized... something was off.

No eye contact. No energy. The moment we brought up clients or... communication, the vibe dipped like a bad internet connection.

We didn't hire him.

It wasn't about skills. It was about fit.

And more importantly -- it was about people.

At Einfratech Systems, we love a well-structured function as much as the next dev team. But if there's one thing we've learned over the last few years, it's this:

You can train a person to write better code.

You can't train them to care.

And no, we don't mean "care" in a fluffy, poster-on-the-wall way.

We mean: show up for your team. Handle hard conversations without dodging.

Keep the project moving even when the goalpost shifts.

That's what we mean when we say soft skills.

And in today's world of hybrid everything, they're not optional anymore.

Two years ago, we staffed a client's product rebuild.

Tensions ran high. The architecture was chaotic, timelines unrealistic, and the Slack threads?

Let's just say they weren't exactly friendly.

And yet -- one of our junior devs, Saira, quietly took it upon herself to check in with the project lead.

Reframed every confusing requirement into English.

Even wrote a "translation doc" for the offshore team. She never asked for recognition.

But she made the entire project work.

That's soft skill magic. And that's what we hire for now.

If you're someone who's great at translating tech speak into people speak, you're already ahead.

For us at Einfratech Systems, it's reshaped everything -- from our interview templates to who joins final-round panels.

Tech changes fast.

Every month, there's a new language, framework, or AI tool promising to "replace developers."

But no tool replaces trust.

Or tone.

Or knowing when to be quiet and just listen.

Want to share your experience with soft skills in tech? Let's talk in the comments. more

4

Rose Fountain
5
3w
There is a difference between gen. z. and gen. xx. Although I understand it. It seems you know much more. I am some what isolated and alienated... from much of this. I feel I am included because of what I have in our community. Myself ,family , friends have been involved in community teams as well as orgs.thats why I understand. Your problem compares in what I am experiencing. Blockage. If you study a computer program and can't complete with an understanding. Blockage. Make sense. And I am not even caught up on Al. Although attending an event help to know and understand. more
1

HR & Recruitment

1mo

How Entrepreneurs Can Attract Top Passive Executive Talent

Entrepreneurs chasing growth often focus on solving immediate hiring needs -- but the most impactful leadership hires often come from a group that isn't even looking. Passive executive candidates -- those already delivering results in demanding roles -- rarely surface through job boards or recruiter inboxes. Yet they represent one of the most powerful untapped levers for scaling with confidence... and capability.

To gain a competitive edge, founders must think beyond résumés and rethink how executive hiring actually works. Instead of relying on inbound interest or traditional search methods, recruiting passive leaders requires proactive engagement, insight into candidate motivation, and a willingness to go well beyond the familiar.

Building a passive talent strategy from the ground up

How can entrepreneurs effectively identify, engage, and recruit high-caliber individuals who aren't actively job hunting? It starts with recognizing that traditional pipelines don't reach these candidates -- and neither do generic outreach messages or vague promises of "impact."

To win the attention of high-level talent, founders must learn to think like headhunters: zeroing in on logic-based career progression, delivering personalized value, and crafting opportunities that align with both professional aspirations and life priorities.

1. Look beyond active job seekers to elevate your leadership team

The strongest candidates for C-level and VP roles are almost never looking. These individuals are already leading teams, running P&Ls, and solving complex challenges. But that doesn't mean they're not open to something better.

Startups and growing companies can gain a serious advantage by exploring the passive market. Passive candidates often bring stronger business judgment, more relevant experience, and a track record of stability. While they take longer to engage, they typically deliver more long-term value -- and help companies skip the costly learning curve that comes with less experienced hires.

2. Use non-traditional outreach to engage top talent

Traditional hiring funnels -- job boards, LinkedIn posts, and recruiter blasts -- rarely reach passive talent. The only way to attract these professionals is through targeted, personalized outreach that speaks directly to their goals and values.

That means defining the exact role, industry, and company size you're hiring from -- and going to market accordingly. It also means picking up the phone. Executive hiring is relationship-driven. The best results come from warm, specific conversations, not automated requests. Outreach should feel like an invitation to solve meaningful challenges, not a generic job pitch.

3. Make passive talent recruitment a strategic priority

In a competitive labor market, startups and mid-size companies often lose out to bigger brands with deeper hiring pipelines. But passive recruitment is one area where agility wins.

By committing to outbound hiring efforts, engaging niche networks, and prioritizing leadership succession, smaller companies can build a leadership edge. Passive talent recruitment should be seen as a growth lever, not a side task. Founders who prioritize it -- from building industry relationships to enlisting expert help -- are better positioned to attract transformational leaders before competitors even know they're available.

4. Align outreach with candidate motivations, not your pitch

Passive candidates aren't impressed by vague promises of "making a difference." They're more likely to respond to clearly defined opportunities that make sense based on where they are in their careers.

According to Shawn Cole, founding partner and president at Cowen Partners Executive Search, career moves must be logical to be compelling. "Founders often rely too much on sentiment," he explains. "But passive candidates think in terms of progression -- compensation, equity, location, leadership, and long-term potential."

Cowen Partners frequently fills senior roles by identifying industry-specific leaders and presenting them with high-growth opportunities tailored to their expertise and goals. This approach -- rooted in targeted outreach and real-world value -- has led to dozens of successful placements across sectors, often with individuals who weren't actively looking but saw a meaningful reason to move.

Reach further to lead smarter

The best leaders don't wait for talent to find them -- and the best hires aren't always raising their hands. For entrepreneurs, tapping into the passive executive market isn't just a workaround -- it's a winning strategy.

By building relationships, targeting outreach, and aligning your pitch with what truly motivates high performers, you can find the leaders your business needs to scale. The candidates may be invisible to traditional recruiting methods -- but they're out there, and they're worth the extra effort. more

2

HR & Recruitment

2mo

Job seekers increasingly skeptical of AI looking at their resume

More than two-thirds of companies now use artificial intelligence in at least some stage of the job interview, screening and recruitment process.

More than two-thirds of companies now use artificial intelligence in at least some stage of the job interview, screening and recruitment process. It has eased workloads for human resources managers, and can filter out candidates who are not... appropriate for the role.

But AI recruiting tools are not perfect, and job seekers are increasingly pushing back against it.

A survey of job seekers by staffing firm Express Employment Professionals found 62% would consider not applying to companies that are overly reliant on AI in the hiring process.

"People are reading more about this," said John Roller at Express Employment Professionals. "It is making it more problematic for companies to use this without much human intervention. I think it's much better if they blend it a little bit more than they are doing. Applicants are getting more and more frustrated with the lack of human involvement in the hiring process."

AI has proved to make mistakes. It can show bias in screening applicants, including rejections based on age, race and disabilities, and can ignore state and federal compliance laws.

Artificial intelligence is also not human. And, Roller said, it cannot pick up on nuances that make job applicants a good hire.

"It is more than just skill sets and keywords," he said. "Without a human talking to the person, it's very difficult for anyone to judge enthusiasm, energy, attitude, work ethic and those soft job skills."

Express Employment's survey found 84% of job seekers prefer to have a person conduct the initial interview to answer simple questions, and 84% would prefer their resume and cover letter to be reviewed by a human.

HR managers are aware of the risks, with 68% saying the risks are not worth it without preserving human involvement, and nearly nine in 10 stress the importance of human participation in the hiring process to assess skills accurately.

Being rejected for a job and not being told it was AI that knocked you out of the running also risks transparency, trust and honesty issues for companies.

The Harris Polls conducted for Express Employment included 1,001 hiring managers and 1,039 employed adults or unemployed adults looking for a new job. more

1

HR & Recruitment

2mo

How does a bad job interview impact an organisation?

A poorly devised interview policy doesn't just affect potential jobseekers, in fact it can reverberate through a company impacting everyone.

When we think of a bad job interview the majority of us likely think almost exclusively of how it affected the potential candidate, with little thought given to how it impacts the wider organisation.

But research shows that a bad experience during the... interviewing or hiring process can negatively affect not just the person who didn't get the gig, but also the employees and leadership who are tied to that company. So, in what ways can a badly run interview harm an organisation?

Drains the pool

Job interviews as a high pressure situation can be anxiety inducing, leading to a range of physical and emotional symptoms in the candidate. For that reason, even a highly qualified professional, who is prepared and more than ready to take on the job, can perform poorly.

A company that hasn't quite cracked the code on interview best practice runs the risk of losing out on talented candidates as it may fail to recognise how the interview process is influencing the applicant, effectively draining the talent pool. Employers should ensure that the interview process gives candidates an opportunity to showcase their skills and touch on the topics most relevant to the role.

Word travels

Even before the internet became a vehicle through which every Tom, Dick and Harry could express their opinions, a business could be irreparably damaged by enough bad reviews spread via word of mouth. The internet however, has made this an even bigger issue and companies that fail to implement proper policies around how they interview risks developing a bad reputation.

Not only will a negative impression deter qualified applicants and future investors, it could also result in current employees choosing to work elsewhere and compel them to effectively spread the idea that the organisation is not well run. In a world where reputation is everything, companies have an obligation to ensure that they are walking the walk and talking the talk, for themselves, their employees and the job applicants that come through their doors.

Costs more than it saves

Hiring Now

Life-changing career opportunities for you

The most actionable data to drive superior results

Join a culture that offers a world of possibilities

Delivering impact for our clients, our people and our communities

If an employer is worried that they are going to make the wrong decision during the hiring process and have to deal with problems down the line, they may feel compelled to make the interview process short and sweet with a limited pool of applicants who end up being a bad fit. Alternatively they may have a process that is far too long and therefore deter continued engagement on behalf of the candidate.

That's a long way of saying that poorly run interview processes can financially cost an organisation and may drain other resources, impacting employees and the wider company. By devising a plan that adequately makes use of necessary resources, organisations can develop a strategy that ensures no one's time, money or other resources are being wasted.

Not to mention, if the job applicant process does take too much time, or if a poor hire leaves and there is a vacancy once again, then it's possible that tasks are being delegated to a workforce that is already operating at capacity, increasing the potential for reduced quality and even missed deadlines and opportunities.

Harms morale

Jumping off on that point about overworking staff or impacting the employee experience, if the workforce begins to feel the effects of the job hiring process, in a way that reflects negatively on leadership, then it may cause a lowering of productivity and morale, as well as a loss of faith in how the organisation is run.

Job satisfaction and company culture can greatly impact how an employee engages with their organisation and if they feel as though company leaders are dropping the ball then it could result in a surge of quiet quitters.

With that in mind, employers should develop hiring strategies and policies that take every factor into consideration, so it is a useful, productive and positive experience for everyone. Meaning, the candidate, current employees and those in leadership positions. more

2

HR & Recruitment

2mo

From Shock to Support: Changing the way we let People go

Losing a job is widely considered one of life's most stressful experiences, ranking alongside the death of a spouse or divorce. According to the book Well Being, the long-term psychological toll of unemployment can be more severe than bereavement, as people often do not fully recover from job loss even after five years. Therefore, how employers manage terminations -- not just for the employee... being let go, but for their families, the morale of remaining staff, and the company's long-term reputation.

The process of firing an employee must begin with deliberate planning. Choosing the right time and day is critical. While experts may disagree on the exact timing, there is a consensus that it should be guided by clear business reasoning. Conducting the termination early in the week and early in the day is often advised, as it allows the person to begin job searching immediately and avoids a potentially harmful, emotionally charged weekend.

Managers should not go into a termination alone. Legal and human resources departments are partners in the process. Consulting them ensures the decision is compliant with company policy and law and prevents oversight or unintended consequences. If HR or legal counsel finds the reasoning behind a firing inadequate, it is a signal that the manager should reevaluate their decision.

One of the most common mistakes in terminations is a lack of clarity and purpose. This is not a coaching session -- it is the announcement of a final decision. Managers should avoid small talk and be direct from the outset.

The reason for the termination should be shared succinctly, using past tense language -- e.g., "Your employment has been terminated" -- to emphasize the finality of the decision. Clarity prevents confusion and minimizes the likelihood of drawn-out confrontations.

Even with the best intentions, managers often say things that do more harm than good. Statements like "I understand how you feel" or "This might be the best thing for you in the long run" are both dismissive and presumptive. Avoid blaming or justifying with comments like "You should have known." Instead, the manager should maintain a calm and empathetic presence, have tissues available, and let the employee process the news in their own way.

After delivering the news, managers should be prepared to listen. Employees react in many ways -- shock, denial, anger, or grief -- and being able to identify these emotions helps in responding appropriately. Listening shows respect and allows the employee to feel heard during a very vulnerable moment.

Clarity in logistics is crucial. Employees need to know what comes next regarding their final paycheck, health benefits, unused vacation, references, and how their departure will be communicated to the team. Managers should avoid vague promises or delays in providing this information. Having these details ready reinforces professionalism and reduces uncertainty.

One effective way to ease the impact of a termination is to connect the employees with outplacement services. These services are staffed by professionals trained to manage the emotional difficulty of job loss. They help the departing employees process the change, communicate it to their family, and begin looking toward future employment. This external support often brings a sense of direction and can significantly lessen the emotional burden of termination.

A termination should close on as gracious a note as possible. Managers should thank the employees for their contributions, accompany them to their desk to collect belongings, and walk with them to the exit. A handshake and well wishes offer closure and ensure that both parties leave the situation with their dignity intact.

While there is no perfect way to terminate someone, the process can be managed with integrity, empathy, and professionalism. The goal is not to make the employee happy about the decision, but to treat them with fairness and respect. A well-handled termination not only protects the employee's sense of self-worth but also reinforces a company's commitment to humane management practices -- benefiting the broader workplace culture. more

2

HR & Recruitment

2mo

Why Companies Are Hiring "Quiet Quitters" Without Realizing It

The phrase "quiet quitting" exploded into the cultural lexicon in recent years, and with good reason -- it names a phenomenon that had long gone unnoticed. It doesn't refer to employees actually resigning, but rather to workers who do the bare minimum required, strictly within the boundaries of their job description. These individuals aren't lazy or disloyal; they're simply disengaged, often as a... response to burnout, unmet expectations, or a lack of recognition.

Despite being widely discussed, companies still struggle to detect or address the subtle signs of this mindset during the hiring process. As a result, many organizations are unknowingly onboarding quiet quitters, only to realize later that something in their culture or operations isn't inspiring full participation.

Performance on Paper Doesn't Tell the Whole Story

Most hiring decisions are based on résumés, interviews, and referrals, but these tools primarily assess competency, not commitment. A candidate can demonstrate skill and experience while secretly harboring a mindset of detachment. In interviews, many applicants say what employers want to hear without revealing how they truly feel about hustle culture or workplace expectations. This disconnect allows individuals with a quiet quitting mentality to slip through the screening process undetected. Hiring for hard skills alone often ignores the deeper drivers of engagement, motivation, and long-term alignment.

The Rise of Cynical Candidates

Years of corporate restructuring, layoffs, and perceived exploitation have led many workers to become skeptical of company loyalty and career promises. Candidates entering interviews often carry emotional residue from past jobs where their efforts went unrewarded. This cynicism doesn't always show up as bitterness; it can manifest subtly in a desire to "do the job and go home," nothing more.

Companies may misread this as healthy work-life balance instead of seeing it as disengagement in disguise. Without probing for values or intrinsic motivation, employers risk onboarding people who never truly buy into the company mission.

Job Descriptions Set the Bar -- And Workers Stick to It

Modern job descriptions are increasingly rigid, listing detailed responsibilities and deliverables with little ambiguity. In response, many employees treat those descriptions as a contract, doing only what is explicitly outlined and nothing beyond. Employers who don't communicate an inspiring vision or foster a culture of growth often fail to motivate employees to go the extra mile. This has led to a workplace norm where meeting expectations is seen as enough, and exceeding them is viewed as optional or even unrewarded. The unintended consequence is a workforce full of quiet quitters who simply adhere to the minimum requirements.

The Disappearance of Passion in Interviews

Interviewers used to listen for signs of passion -- eagerness, curiosity, excitement about the industry -- but those qualities are harder to detect now. Many candidates have grown skilled at masking disinterest or fatigue, offering polished responses that meet professional standards without revealing deeper engagement. This makes it difficult for hiring managers to distinguish between someone who's genuinely enthusiastic and someone who's emotionally checked out. The shift toward remote interviews and impersonal processes only compounds this issue, making subtle cues harder to read. As a result, quiet quitters pass through the filters because they've learned how to perform interest without actually feeling it.

Burnout Isn't Just a Post-Hire Problem

A growing number of job applicants are already burned out before they even join a new company. Whether from the relentless pace of previous roles or the pressures of modern life, these individuals enter new jobs with a limited emotional bandwidth. Onboarding them into high-demand environments without sufficient support only deepens their detachment.

Employers mistakenly assume that new hires will "revive" once immersed in a new culture, but that transformation rarely happens without intentional intervention. Instead, companies inherit fatigue they didn't create -- and often have no strategy for resolving it.

The Culture of Overpromising Backfires

Job postings often market roles as exciting, fast-paced, and full of opportunity -- but reality doesn't always match the pitch. When new hires discover the role is more mundane, more bureaucratic, or less fulfilling than advertised, disillusionment sets in quickly. This bait-and-switch effect is a common catalyst for quiet quitting, as employees emotionally clock out while physically remaining on the job. The cycle continues as workers become less invested and eventually blend into the gray zone of disengagement. Companies unintentionally breed quiet quitters by selling dreams they can't sustainably deliver.

Lack of Career Pathing Fuels Complacency

Without a clear path for advancement or skill development, even highly capable employees lose motivation. When workers don't see how their role fits into a larger vision -- or how their efforts lead to tangible growth -- they default to meeting expectations rather than exceeding them. Quiet quitting often emerges from a sense of stagnation, not laziness. Companies that fail to offer mentoring, feedback, or goal-setting conversations risk creating an environment where disengagement feels like the most rational choice. People need purpose, and without it, their ambition starts to fade into silence.

Remote Work Has Hidden Tradeoffs

The rise of remote work has increased flexibility and work-life balance, but it has also made disengagement easier to mask. Employees can meet deadlines and attend Zoom meetings while mentally checking out, protected by the distance and lack of in-person oversight. Managers often struggle to detect declining morale or motivation when face-to-face interaction is absent. In this new environment, quiet quitting has become easier to perform and harder to confront. Without frequent, meaningful check-ins and connection-building, companies can lose touch with how their people truly feel.

Soft Skills Are the Missing Link in Hiring

Organizations tend to prioritize technical proficiency, education, and work history, but overlook soft skills like emotional resilience, curiosity, and intrinsic motivation. These traits are harder to assess but more predictive of long-term engagement. Without intentional screening methods, hiring processes miss the subtle red flags that signal a future quiet quitter. Behavioral questions and culture-fit interviews help, but they must be paired with an honest reflection of what the company offers in return. Hiring for alignment, not just ability, is key to avoiding disengaged employees from day one.

A Wake-Up Call for Employers

Hiring quiet quitters isn't just about candidate behavior -- it's a reflection of organizational blind spots. Companies often assume disengagement begins after the hire, failing to realize that burnout, mistrust, and disillusionment are being carried through the door. A strong employer brand, clear values, and transparent communication can help filter out misaligned applicants. But more importantly, workplaces need to foster environments where engagement isn't the exception -- it's the standard. Only by investing in purpose, people, and culture can businesses stop unknowingly hiring workers who have already mentally checked out.

Keep the Conversation Going

Has your organization experienced this quiet quitting trend firsthand? Are companies doing enough to recognize and respond to disengagement in the hiring process? Share your insights, stories, or solutions in the comments. Your perspective can help others rethink what it really means to build a committed workforce. Add your voice to the discussion below. more

2

HR & Recruitment

1mo

How humor at work boosts retention and engagement

In an era where employee retention has become one of the biggest challenges in business, leaders are constantly searching for new strategies to keep top talent engaged and committed. While competitive compensation, career development, and flexible work arrangements are essential pieces of the puzzle, there is a surprisingly powerful and often overlooked tool available to every leader: levity and... humor.

Work does not have to be all serious to be taken seriously. In fact, science and experience both confirm that a workplace filled with moments of laughter and lightness can drive deeper engagement, stronger relationships, and longer tenure. In short, humor is not just a "nice to have," it is a strategic advantage for retaining employees in today's fast-moving, high-pressure work environment.

The business case for humor

Let us begin with the research. According to a study by Gallup, employees who report having fun at work are more likely to feel connected to their coworkers, feel engaged in their roles, and stay with the company longer. Deloitte's research found that workplaces with a positive culture, including levity and humor, experience 20 percent lower turnover.

In their book "Humor, Seriously," Stanford professors Jennifer Aaker and Naomi Bagdonas note that leaders who use humor are perceived as more competent, motivating, and trustworthy. They also foster psychological safety, which encourages innovation and collaboration.

The point is clear: humor is not just about telling jokes. It is about creating a workplace culture that feels human. And in doing so, companies can build deeper loyalty and increase retention.

Why humor increases retention

Shared laughter creates bonds. Think of your closest friendships; chances are, they are built on a lot of laughs. The same applies to the workplace. When leaders and teams laugh together, they build a relational foundation that helps people feel emotionally invested in the organization.

When employees know that their workplace allows and even encourages moments of lightness, they are more likely to stay resilient and less likely to disengage or quit.

Authenticity in the workplace fosters deeper satisfaction and loyalty. It is the difference between enduring a job and enjoying it.

When leaders are approachable, retention improves. Employees are more likely to express concerns early, ask for help, and remain committed to the team's success.

Strategies to add more humor and levity in the workplace

If you are ready to start using humor as a retention tool, here are practical ways to integrate it into your leadership style and company culture:

The fine line: Humor that helps vs. humor that hurts

It is important to remember that humor in the workplace should always be inclusive, never at someone's expense, and appropriate to the context. What is funny to one person might feel alienating or offensive to another.

That is why the goal is levity, not comedy. Levity creates lightness. It is about joyful moments, not sarcastic jabs or edgy jokes. A strong culture of humor is one where everyone feels safe to participate and no one feels like the punchline.

Real-world examples of humor in action

Southwest Airlines -- Known for their humorous flight announcements and internal culture, Southwest fosters employee satisfaction and loyalty through fun. Their approach leads to strong employee retention in a highly competitive industry.

Zappos -- Zappos' core values include "Create Fun and a Little Weirdness." They embrace employee individuality and creativity, which leads to happier employees and lower turnover.

HubSpot -- Their internal Slack channels include spaces for jokes, memes, and team banter. Leaders regularly post humorous content that aligns with company culture, helping employees feel more engaged and connected even remotely.

Final thought: Laughter is loyalty

In today's competitive talent market, people do not just want a paycheck. They want to feel something. They want to feel connected, valued, and like they are part of something meaningful and fun.

Levity and humor are some of the simplest, most human ways to provide that. They do not require a huge budget or a sweeping cultural overhaul. Just a shift in mindset; a willingness to lead with warmth, laugh at ourselves, and bring a little joy to the daily grind.

If you want people to stay, make them smile. Because in the end, happy teams do not leave. They laugh, grow, and thrive together. more

2

Joseph Resto, Jr
9
1mo
So I am studying HR, and I couldn’t agree with you more on this post. I work for a wonderful company and I work in the lobby. When people are on their... way out to go home at the end of their shifts, I always make sure that they have a smile on their face when they leave. people come up to me and start talking to me like I’m a therapist. People like being told the truth instead of lies because I tell how it is. People respect that more. Many individuals have told me we need more people like you and that brings me hope that if I can make someone smile, they can make someone else smile. more
2