Lawmakers are noticing what job seekers have said for years: too many job postings lead nowhere. And they’re drafting legislation to address the issue. Here’s what you need to know.

More job postings carry a salary range than at any point in my career, and most candidates are using that information badly. Do this instead.

In January, I wrote about my resolution for 2026: get rejection right. It seemed like the easiest fix in recruiting.

Nine months in, the numbers moved the wrong way.

AI training is rarely where adoption stalls. The good news is that most of the barriers are ones that HR knows how to solve. Read on.

Morgan Stanley’s sixth annual State of the Workplace Financial Benefits Study reports 91% of employees would consider changing jobs for benefits that help them reach their financial goals. But that’s not the whole story.

More employers are running work trials, and the reasons why are easy to understand. But, if you’re considering implementing the practice, here are a few things to think about.

Right now, somewhere in your organization, leaders are building next year’s headcount plan, and a good number of them are about to write January in the start date column. Here are three essential questions to ask to help leaders meet their hiring objectives.

Sixteen states and Washington, D.C. now have pay transparency legislation on the books. Missouri and Kansas are not on that list. Nearly every organization I work with assumes that settles the question. It does not.

A 17-year-old picks a career from a very short list of jobs she has watched a human being do. Here’s how to broaden the list.

Onboarding shouldn’t end after new hires have their badge, laptop, benefits enrolled and a week of orientation. Here’s why.

I have a question for anyone who hires. Are your entry-level job posts preventing young workers from getting in the door?

We spend a lot of time worrying about hiring the wrong person. We spend almost none worrying about hiring the wrong work. Here’s why we should.

Behavioral questions have earned their spot for good reason. Tell me about a time you handled conflict, walked into a mess, missed a deadline. Past behavior tells you something real — but it only takes you so far.

Earlier this summer, I listened to Josh Bersin lay out a future where talent acquisition runs almost entirely on its own. AI technology has gone from assistant to agent to something that hears a business need and acts on it without much instruction. It was a genuinely impressive case, and it left me uneasy in a way I’ve been chewing on ever since.

A new hire needs real support at the start. Close guidance, a safety net that catches the early falls. But the moment that support stays in place out of the manager’s nerves instead of the employee’s need, growth stalls.

In all the talk about automating the hiring process using AI, there’s a question nobody seems to be asking: who advocates for the candidate?

More than 50% of companies now require four or more interview rounds — up from the traditional two or three. Before you add an interview, ask this question.

I sat in on a presentation recently where a very smart, very respected voice in HR technology made the case for fully automating talent acquisition. The argument was compelling, the data was real, and by the end, I was simultaneously impressed and unsettled. Some thoughts…

I hear some version of this from leaders regularly: All I do is meet about doing. When do I actually get to do? Or another one, I need “think time.” Organizations that protect focus time are sending a message: we trust you to work. Organizations that fill every hour with meetings about the work are sending a different one.

If you’re a job seeker in 2026 and you’re applying to 300 jobs, I have some bad news — and some good news.

The bad news: the volume strategy isn’t working, and it’s not going to. The good news: the thing that still works is the thing everyone abandoned.