Dalton Brough

The Hidden Risk in “We’ll Hire HR Later” I hear this often: “We’ll bring in HR once we’re bigger.” Here’s what typically happens instead: • Informal policies become precedent • Compensation inconsistencies build resentment • Performance standards become subjective • Compliance risk increases • Turnover quietly rises By the time HR is hired, the damage is cultural. A proactive people strategy is cheaper than reactive repair.

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Hello Linkedin, It's been some time since I posted anything. Been busy changing careers. If you are a recruiter in Colorado Springs, I'd like to share something with you. I met a woman over the weekend who is in a domestic violence relationship. A friend recently offered her a job, and the friend did something inappropriate and wanted the woman to cover for him, but the woman is ethical and didn't cover for him. Now the office at work has become toxic. She needs a job. She has a strong administrative background.

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Waiting for your annual bonus to pay out before you start interviewing...DON'T! While waiting feels like the "safe" financial move, it’s often a strategic mistake that costs you the perfect role. In a fast-moving market, timing is everything. Here are five reasons why you shouldn't delay applying or responding to outreaches: 1. Other people will be applying to the roles you are looking at or being contacted for. The company may even hire someone in that time. - Recruiters often focus heavily on the first 10–20 qualified applicants. If they find three great candidates in the first 48 hours, they may move straight to interviews and stop reviewing the rest of the pile. 2. The company you're looking to join may unpost the role or stop speaking with candidates due to the number of applications received. - If a role receives a high volume of quality applications, the company may "unpost" the job or pause outreach to manage the load. If you apply early, you become the gold standard that every other candidate is measured against. 3. One of the best times to apply is when you don't need the job. - When you apply while employed, you have the "power to walk-away." If you wait until your current situation becomes unbearable or a layoff occurs, that psychological edge disappears. 4. You can ask for a later start date. - Between the initial screen, multiple interview rounds, and the background check, it could take 6–10 weeks to get to a start date. Most companies are willing to wait for a great hire. If you’re honest about your timeline, you can often coordinate a start date that allows you to collect your bonus, give your two weeks' notice, and start fresh. 5. The "Make-Whole" Sign-On Bonus - As a seasoned recruiter, I have seen this play out and been part of numerous hiring decisions to offer a sign on for what you would be leaving behind. If you are the right fit, an organization can use a sign-on bonus to ensure you don’t lose out financially by joining them sooner. They want you focused on the new role, not regretting the lost bonus. If you’re looking for a new challenge, a better culture, or an escape from a toxic boss, don't wait. It is an extremely competitive market, and delaying your application by even a week can put you at a massive disadvantage. Reach out and connect with any questions. #hiring #jobopportunity #newyear #recruiter #jobadvice #careeradvice #tips

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What should TA leaders actually be measuring right now? 👀 Here's what I think is still worth tracking: 1. Time to hire (it's your commitment to the candidate) 2. Time to fill (it's your commitment to the business) I know a lot of TA leaders have deprioritized these, but I think they're even more useful now than ever. And quality of hire? I've always thought it's the most important metric we have. The honest truth is there's no universal definition (and that's not a flaw!) The best teams are building what it means for them. We also got into DEI, and why I refuse to believe the underlying business case has changed. Finding the gems wherever they may be, regardless of background, regardless of pedigree, ensuring everyone has access to opportunities... that drives better outcomes for everyone. We also talked about scrapping cover letters, rethinking resumes, and whether traditional applications serve any purpose at all anymore. I love getting to do this with Chris Abbass and Benjamin Sesser 🧡 ——— Catch the full episode here: YouTube: https://lnkd.in/gfCqTge9 Spotify: https://lnkd.in/gV5k2abz Apple: https://lnkd.in/gDA_paZq

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HR in Motion: Between Shutdowns & Scaling There’s a lot shifting beneath the surface right now. One major player hits pause on operations. Another ramps up to meet demand. It’s not just headlines, it’s a real-time reminder that business cycles are getting tighter, faster, and harder to predict. 📉 What Happens When Operations Shutdown or Slow? When a business temporarily halts operations due to pricing or demand pressures, it’s more than just a numbers play. HR should be asking: What parts of the workforce model still make sense for the future? Which skills are worth retaining, even during a pause? How do we protect institutional knowledge and rebuild faster if we pivot? 📈 What About When Scaling Picks Up Suddenly? Surging demand creates a different type of pressure: 💡 Are we matching workforce growth to real market sizing? 💡 Is pricing stable enough to sustain supply and headcount? Do we need to need to increase? 💡 If so, can we onboard and retain fast enough without burning out culture? And it’s not just about hiring. It’s about creating flexible, ready-now capacity that won’t collapse if conditions shift again. 🔁 What if the Strategy Changes Midway? A company may restart operations, enter a new sector/sub-sector, or revise its pricing model. Here’s where HR gets strategic: 📌 Mirror the new business model with the right roles, structures, and pay. 📌 Upskill early, even before the pivot is finalized. 📌 Avoid reactivity — build in talent readiness as part of the plan. ✨ Final Thought Whether the business is scaling up, pivoting, or temporarily winding down… HR can’t be downstream from strategy. We have to align to demand curves, pricing power, and market shifts, not react to them. Because when you connect people strategy to market momentum, you don’t just catch up ➡️ you start to set the pace.

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ATTN recruiters, talent acquisition leaders, and CHROs: This year's recruiting conferences are just kicking off. And I know you've likely solidified your speaker and session topics. But if you don't address this stark, dissenting and brazen clash between candidates and recruiters, then 'silence is violence' as they say (as it pertains to today's recession-like hiring climate). And please don't regurgitate "it's AI." That was last year. I'm talking about the actual boxing-gloves-battle between candidates not wanting to apply, or over-applying; companies not wanting to review; ghosting; recruiter scams; and most of all, WHAT DO WE DO ABOUT IT?? NOT what caused it. Sure, call it "recruiting is broken" for the millionth time. But how about tangible, actionable solutions? My initial thoughts, perhaps daydreams: - Both sides take ownership. - Realize this is a trust problem as much as a funnel problem. - Normalize fewer/better conversations (and somehow put some guardrails and/or public statements around it). - Publish realistic timelines on job postings; publish the actual recruiting process. - Employers start to monitor for fraudulent activity. - With incremental improvements and faith in the process, candidates can perhaps shift from "apply & hope" to "signal and context." Maybe recruiters can triage faster/better after this... Volume has clearly replaced judgment. Now, the theme for 2026: "HOW do we fix this?" #recruiting #recruiterlife #jobsearch

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