Written by Dale Dadoy For much of my career in Human Resources, I believed my primary responsibility was to solve problems. Resolve conflicts.Fill vacancies.Interpret policies.Reduce risk. While those responsibilities remain important, I’ve learned that HR has a much greater opportunity. We have the privilege of shaping culture. That realization became the foundation of what I now call Ocean Leadership—a leadership philosophy inspired by the ocean and built around six values: Honesty.

Written by Eric Pemper For over 25 years, I’ve been hiring people following a pretty similar format of identifying the task, recurring task, that needs to be done, and then writing a job description, hiring them, and then training them to follow some kind of system or process. So AI has completely changed that formula, and I’m really happy for it. So going forward, employers really shouldn’t be asking who

Written by Scott Gillespie A small-business owner rarely intends to build a dysfunctional hiring system. The company simply grows faster than its employment infrastructure. The founder hires a relative to answer phones, promotes the best technician into management, recruits a salesperson through a personal connection, and negotiates compensation individually with each new employee. Every decision appears reasonable in isolation. Over time, however, these improvised choices harden into an operating model.

Written by Tyler Hayden Most people still buy team building the way they buy a party: one big moment of fun, a few laughs, maybe a group photo – and then everyone goes back to work exactly as before. That approach isn’t wrong… it’s just incomplete. Because good team building is good team learning. If we accept that axiom, then “team building” stops being an occasional morale event and becomes

Written by DeEtta Jones Nearly every change effort I have watched over the past thirty years has had some version of the same goal written into its plan. Get buy-in. Bring people along. Win hearts and minds. It is such a familiar objective that we rarely stop to examine it. But I have come to believe that buy-in is the wrong goal — and that chasing it is one of

Written by Chris Roberts Hiring decisions become more effective when we stop treating resumes as predictors of performance and start evaluating what people can actually do. Over the years, I’ve seen candidates with unconventional backgrounds outperform those with impressive job titles simply because they possessed the right skills, adaptability, and willingness to learn. Today’s labor market moves too quickly for hiring practices built around yesterday’s credentials. Skills-based hiring doesn’t ignore

Written by Marc Shorb A few years ago, the big workforce story was people leaving. The Great Resignation had employees walking out in record numbers, and HR teams spent 2021 and 2022 scrambling to hold onto talent. That era is over. Quit rates have dropped to levels not seen in nearly a decade, and employee retention indexes keep setting new records. For a lot of HR leaders and executives, high retention

The Culture Fit Trap: Why You’re Solving the Wrong Hiring Problem By Jason P. Carroll _____________________________________________ When I was scaling my previous company, every time a hire didn’t work out, the explanation we gave ourselves was the same. Bad culture fit. It became the default diagnosis for everything from low performance to poor communication to someone just not clicking with the team. And it sounded right, like we’d figured out

We’re Not Hiring Employees. We’re Casting Performers Authored by: Abhishek Shah Last year, I hired someone who interviewed brilliantly. Thoughtful answers, sharp questions, a polished presence that made the entire panel confident. Six months later, they were gone, not because they had misrepresented themselves, but because the skills that made them great at interviewing had almost no relationship to what the role actually required. That experience forced me to confront

What Most Resumes Get Wrong About Showing Impact (And What Hiring Managers Wish They’d Do Instead) Authored by: Neha Jain Most resumes describe activity. Very few describe impact. That gap is the single biggest reason qualified candidates get passed over, and it shows up across almost every resume we see at WriteCV. The pattern looks like this. A candidate writes “Responsible for managing the company’s social media accounts.” It’s accurate.