A CTO once told me he hired his first AI engineer before he even knew what problem they were trying to solve. “It felt like we were already behind,�� he said. “So we hired fast and figured we’d sort the rest out later.��

He’s not alone, either. Companies across all industries are rushing to add AI to their stack. Some get it right, but…many don’t. The difference between success or not usually comes down to whether there was a plan or just a panic.

If you’re trying to grow your AI capabilities, the big question is: do you build an in-house team from scratch or bring in outside help?

This post is designed to help you think through that exact question. We’ll walk through what AI teams actually do, the common challenges, and how to grow the right team for your goals without wasting time, money, or energy.

The urgency: Why companies must tap into AI (like…right now)

From fraud detection in finance to customer insights in retail, AI is already reshaping how businesses operate. And if your team isn’t thinking about it yet, there’s a good chance your competitors are.

Adopting AI shouldn’t just be about jumping on a trend. When used well, AI solves some very real problems. It can help streamline operations, personalize experiences, and uncover patterns your team simply ��DZ����’t have time to spot on their own.

That said, it’s not something you can bolt on at the last minute and expect results. Building the right kind of AI expertise for solutions takes time and planning. Those that wait too long often find themselves stuck playing catch-up, or worse, making rushed decisions and expensive mistakes just to check a box.

Whether you’re a startup with big ideas or a legacy company looking to modernize, the goal is the same: move forward with intention. The sooner you figure out what role AI should play in your business, the better off you’ll be.

The challenges: Why scaling AI teams is so hard

So you’ve decided AI needs to be part of your strategy. Now comes the tricky part: figuring out how to build the team that can actually make it happen.

This is where a lot of companies get stuck.

First, there’s the talent gap. Everyone wants experienced AI engineers, but AI isn’t super old yet and there �������’t nearly enough of them to go around. Especially the kind of engineer who can not only build a model but also explain what it’s doing and why it matters to the business.

Then there’s the speed of change. Tools, frameworks, and best practices in AI are evolving fast. What made sense a year ago might already be outdated, which makes it hard to know what skills to hire for or even what roles you need on the team.

It ��DZ����’t help that “AI team�� can mean a lot of different things. Are you looking for data scientists? Machine learning engineers? MLOps specialists? Product folks with AI know-how? All of the above?

And of course, there’s the budget. Good AI talent is expensive, especially if you're only looking in a few high-cost markets.

In short: everyone wants to scale AI, yet few have a clear plan. That’s what we’re here to fix.

Build vs. borrow: Key considerations for AI hiring and team design

When you’re scaling an AI function, one of the first big decisions is whether to build your own team from the ground up or bring in outside expertise. Unfortunately, there’s no universal answer. It really depends on what you’re trying to do, how fast you need to do it, and what kind of resources you have.

When to build

Building an internal team makes sense if AI is central to your long-term strategy. Maybe you’re developing proprietary models or weaving AI into your core product. In that case, having full-time team members who deeply understand your business, your data, and your goals can be a real advantage.

It also works well if you’ve got the time and budget to invest in hiring, onboarding, and (let’s be honest) competing for a very limited pool of talent. Upskilling your current team can help here too, especially if you already have strong engineers who just need support to level up in AI.

When to borrow

Sometimes, you don’t need to build a whole new team; you just need targeted help. Maybe you’re launching a proof of concept, exploring a niche use case, or looking for specific skills like NLP or computer vision.

This is where bringing in external talent can be a smart move. Contractors, consultants, or staff augmentation partners can help you access specialized skills (like natural language processing or computer vision) without the long hiring cycle.

Borrowing also gives you room to experiment. You can learn what works, adjust your strategy, and scale intentionally rather than reactively.

What to keep in mind either way

Whether you build, borrow, or blend both, the key is clarity. Define the problem(s). Outline the roles. Communicate across your existing teams. AI ��DZ����’t work in a silo and neither will your people.

And don’t limit your search to one ZIP code. There’s excellent talent around the world. Expanding your hiring lens can open up possibilities you didn’t know you had.

How to do it right: Smart strategies for scaling AI teams

Regardless of whether you’re hiring in-house, bringing in external experts, or doing a mix of both, building an effective AI team takes more than just smart people. It takes structure, focus, and alignment.

Here are a few practical strategies to make it work:

1. Start with the problem, not the tech

It’s easy to get swept up in tools and models, but the smartest AI teams start by asking: What problem are we solving? Define the business need first, then decide how (or if) AI can help.

2. Hire for both skill and context

A strong résumé isn’t quite enough, partially because AI is so new and changes so quickly. You need folks who can work with your data, understand your customers, and navigate your industry’s unique constraints. Look for folks who are curious, collaborative, and business-minded, not just technically sharp.

3. Balance specialists and generalists

You’ll likely need both. Specialists (like ML engineers or data labeling experts) bring depth. Generalists help connect the dots and work across functions. The right mix depends on your goals and project stage.

4. Think cross-functional from the start

Say it louder; your AI team can’t work in a silo. Pull in product managers, data owners, legal, and even marketing early on. That collaboration will save you extra work and make your solutions more usable. Plus, you never know what other teams can benefit from your AI solution investment or be a valuable co-owner of the processes.

5. Don’t overlook upskilling

Sometimes the team you need is the one you already have. Investing in AI education for existing engineers or analysts can boost loyalty, speed up adoption, and reduce hiring pressure. Partnering with providers who offer structured, hands-on upskilling can make this easier.

6. Go global (but do it thoughtfully)

Expanding your hiring search to global markets can help you find strong AI talent without draining your budget. Teams in LATAM, Eastern Europe, and India often bring both deep technical skills and flexible collaboration styles. Just make sure you align on time zones, communication norms, and long-term goals.

Build smart. Scale strategically. And always keep your eyes on the why �� not just the wow.

Final thoughts

If scaling an AI team feels overwhelming, you’re not alone! The space moves fast, the talent is scarce, and the stakes are high. It’s easy to make rushed decisions; or worse, to stall out before you start.

That’s where a trusted partner can help.

At PowerToFly, we connect companies with top-tier AI talent from around the world �� engineers, data scientists, MLOps experts, and more. Whether you’re looking to hire full-time, augment your team, or upskill the talent you already have, we can help you move forward with clarity and confidence. We focus on both technical skill and values alignment, so your team isn’t just capable,it works well together, too.

We’ve helped companies hire globally, from LATAM to Eastern Europe to the U.S., and build teams that scale smart, not fast for the sake of it.

AI isn’t a one-off project. It’s a shift in how your team works and what’s possible. So start with what you need. Build with purpose. And when you’re ready to move forward, don’t go it alone.

While PowerToFly believes in celebrating Pride all year long, we were equally thrilled to wrap up June by presenting our annual Pride: Championing LGBTQIA+ Leaders & Allies summit & virtual job fair on June 25th & 26th.

One of our most popular events, our Pride summit featured six hours of workshops & fireside chats with innovative LGBTQ+ thought leaders and allies followed by an all-day job fair that featured eight companies hiring for a combined 10,000+ open roles. In the true spirit of togetherness, this event truly had something for everyone!

Relive the event

Recordings of all of our summit talks are now available to watch on demand. Relive the whole event HERE.

Scroll down to the schedule and click on the talk you'd like to watch.

Our sponsors

We want to give an extra special thanks to our sponsor Esri for supporting this event.

Esri is the global market leader in geographic information system (GIS) software, location intelligence, and mapping. They take a geographic approach to problem-solving, brought to life by modern GIS technology. At Esri, diversity is more than just a word on a map. When employees of different experiences, perspectives, backgrounds, and cultures come together, Esri understands that this creates both more innovative and ultimately a better place to work.

Watch Esri's summit conversation with Rae Johnson, a leader of Prism, Esri’s LGBTQIA+ Employee Resource Group: Small Things Are a Big Deal: How Esri’s Prism Is Driving Meaningful Change.

Author's corner 

Spanning the globe and thousands of years, Queer Mythology highlights the legends and tales of LGBTQIA+ gods, heroes, spirits and more. Author Guido A. Sanchez's Queer Mythology offers fresh retellings, paired with beautiful illustrations, to give new life and celebrate the inspirational and resilient LGBTQIA+ community in some of humanity’s earliest tales. We were thrilled to sit down with Guido to talk about his new book.

Purchase Queer Mythology or on .

When Anthony Tallotte joined ������ٱ�é over 20 years ago, he didn’t know he’d be building a global career that would take him from chocolate factories in the UK to corporate offices in Switzerland and the U.S. He just knew he was curious and ready to grow.

Since then, Anthony has worn many hats: purchasing manager, supply planner, change leader, GenAI ambassador, and president of THRIVE, ������ٱ�é USA’s Employee Resource Group (ERG) focused on health and wellness. But ask him what’s made his career at ������ٱ�é so fulfilling, and he’ll talk less about job titles and more about people.

“I love working with people,�� he says with a smile. “It’s extremely rewarding and it’s a part of the job that I really enjoy.��

At its heart, Anthony’s story is about more than career longevity, it’s about belonging �� the kind that allows you to show up as your full self, connect across cultures, and build a meaningful career with purpose.

Keep reading to discover Anthony’s journey and his advice for finding a workplace where you can truly belong.

A career shaped by curiosity and courage

Anthony’s journey with ������ٱ�é has spanned roles, countries, and continents, but it all started with a leap of faith. Originally from France, Anthony moved to the UK to complete his bachelor’s and master’s degrees in engineering. What was supposed to be a short academic detour turned into decades of life, work, and connection �� including meeting his future wife and forming lifelong friendships, many through ������ٱ�é.

His career began in mechanical engineering design, but when a recruiter approached him about a purchasing role with ������ٱ�é, Anthony took a chance. He accepted, packed his bags, and started at ������ٱ�é’s KitKat factory in York, where the scent of chocolate filled the air. “Depending on the wind, the whole city would smell like hot chocolate ,�� he recalled. “It was magical.��

From there, Anthony’s career took off. He moved from purchasing to supply planning, which evolved to integrate continuous improvement �� a skillset he used to move into process optimization, and ultimately transformation leadership. His path took him to Switzerland, where he first joined ������ٱ�é’s global corporate team, and then to the United States.

Each move required courage, and each one opened new doors. “I’ve been lucky,�� he said. “But I’ve also been willing to go where the opportunities are. ������ٱ�é gave me room to grow, and I took it.��

Building a life and career through connection

For Anthony, career success has always been about people first. “It’s really about who, not what,�� he said. “The connections you make �� those are what carry you through.��

That belief has shaped both his life and his career. During his first weeks in Switzerland, a colleague invited him to a party full of American expats. Anthony almost didn’t go, because he was tired and unsure. But he pushed himself to show up. That night, he met Joanna, who would later become his wife. Their relationship, like so many of his professional friendships, grew within the ������ٱ�é network.

Over the years, Anthony’s connections across the UK, Switzerland, the U.S., and beyond have helped him navigate international relocations and career transitions. “������ٱ��� is a big company, but in some ways it feels small,�� he said. “I probably have three degrees of separation from anyone in the organization.��

Anthony attributes much of his ability to connect with people to authenticity. “What you see is what you get,�� he said. He ��DZ����’t put on a mask at work, and in turn, people trust him quickly. That openness has helped him build a global community, and it’s one of the reasons he’s still excited to be part of ������ٱ�é more than two decades later.

The role of purpose: leading change and ERG work

Anthony’s career has been defined not just by movement, but by meaning. While working on a transformation project in the UK, he discovered a passion for change management. “It wasn’t just about processes or tools,�� he said. “It was about people �� helping them work through fear, understand the benefits of change, and feel supported.�� That human-centered mindset stuck with him. Today, Anthony is a Change Manager at ������ٱ�é USA, where he continues to guide teams through organizational transformation.

But his deepest sense of purpose comes from his role as President of THRIVE , one of ������ٱ�é USA’s 11 Employee Resource Groups (ERGs). THRIVE supports employees navigating critical illness, disability, caregiving, and mental wellness, through awareness-building, resources, and community.

Anthony knows the power of that community firsthand. After years of managing serious health conditions �� including childhood cancer and adult-onset heart disease �� he was told he needed a kidney transplant. That soon escalated to a heart and kidney transplant, followed by months of dialysis. “It was one of the most difficult times of my life,�� he said. But THRIVE was there, connecting him to others who understood, and offering a safe space to share.

That experience led him from participant to pillar lead, and eventually, president. “This work matters,�� he said. “People leave THRIVE meetings feeling lighter, less alone. That’s belonging in action.��

By leading with vulnerability and empathy, Anthony has turned personal hardship into collective impact and created even deeper roots within a company that values his full story.

Belonging in practice: What to look for in a workplace

After more than two decades at ������ٱ�é, Anthony has a clear perspective on what makes a workplace worth staying for: belonging. And for anyone seeking a company where they can truly thrive, he offers practical advice:

• Look for employee resource groups or communities that reflect your needs and values. “They’re a sign that a company isn’t just saying it supports people �� it’s creating real spaces for connection,�� Anthony said.
  
• Listen to how employees talk about each other. Is there a culture of trust, support, and honesty �� not just surface-level perks?
  
• Pay attention to authenticity. Do people feel safe being themselves? Are vulnerability and openness welcomed?
  
• Look for signs of inclusion in action, like access to resources, community meetings, and diverse leadership �� not just inclusion in theory.
  
• Build your network intentionally. “You don’t have to network because you ‘should,’�� Anthony said. “Do it because you want to meet amazing people.��
  

For Anthony, that culture of openness and opportunity has made all the difference. “You can do whatever you want to do at ������ٱ�é,�� he said. “The possibilities are endles��.��

The secret to career longevity: belonging and opportunity

Anthony’s 21-year journey at ������ٱ�é is more than a career story; it’s proof of what’s possible when a workplace fosters true belonging. His bold career moves, global relocations, ERG leadership, and even his most personal challenges were all navigated within a culture that values connection, authenticity, and growth.

“Belonging gives you the confidence to take risks,�� he said. “You’re not just surviving at work, you’re thriving.��

At ������ٱ�é, Anthony didn’t have to leave parts of himself at the door. In return, the company opened doors: across countries, departments, and stages of life.

When you belong, you stay. And when you stay, you grow.

If you’re looking for a workplace where you can show up fully, be supported through change, and build a long-term career with purpose, ������ٱ�é might be the place for you.

Explore opportunities and learn more about ������ٱ�é USA here.

Starting your day earlier to hit school pickup. Heading into the office a few days a week, then working from home when it makes sense. Taking a break mid-morning to walk the dog and clear your head. Flexibility at work can take many forms—and it often depends on the role, the team, and the needs of the business.

At PowerToFly, we know flexibility takes more than a company Slack emoji. It takes trust, clear communication, and systems that support people, no matter their schedule or time zone.

That’s why we pulled together real examples from companies making flexibility work �� for both teams and the bottom line.

Shure

At Shure, we believe that to be an inclusive employer of choice for the best talent in our industry, we must enable a work culture built on flexibility and trust. Our Workplace Now program allows managers to make a collaborative choice with their teams to adopt a work arrangement that is best for them. Our guiding philosophy to this workplace strategy includes embracing what matters: flexibility, agility, community, trust, and performance. How, where, and when teams work means something different to everyone. We offer remote, hybrid, and on-site opportunities partnered with flex hours to help teams maximize their performance potential. The success of our Workplace Now program is a direct result of Associates taking personal responsibility for building a culture of mutual trust and support.

Learn more about Shure

Stryker

At Stryker, they know that work-life balance looks different for everyone. That’s why they offer four flexible work models based on each business's needs—remote, field-based, on-site and hybrid. This allows many employees to plan their day, their way, based on their business’s needs.

By empowering teams to determine the best ways to work while maintaining productivity and engagement, Stryker fosters a culture of trust and flexibility. Whether working from home, at customer sites or in a hybrid setup, employees have the support and tools they need to thrive. Learn more about the 4 flexible work models at Stryker.

Learn more about Stryker

Zillow

Zillow employees have the flexibility to work wherever they are most productive: the office, home, or a combination of the two. Our shift to a distributed workforce has enabled permanent location flexibility for many, and we recognize that working from home is not the most productive option for everyone. Our goal is to empower our employees to carve out time for focused work and asynchronous collaboration, while also limiting meeting fatigue by implementing company-wide core collaboration hours �� creating a more inclusive, more equitable, more personalized and more efficient way of working.

Learn more about Zillow

Citi

Citi supports hybrid work opportunities, promoting work-life balance, productivity, and inclusion through structured programs and policies. Citi embraces a hybrid model for many roles, typically requiring three days in the office and two days remote each week. This approach balances collaboration, culture-building, and flexibility.

Imagine connecting with your team in a vibrant office setting, brainstorming ideas and building important work relationships. Now picture having the flexibility to manage your week in a way that fits your life �� a hybrid workflow that allows you to focus and be productive in your own space. That’s how Citi approaches work. Our programs and policies serve as guiding principles to support this balance between personal and professional life.For many, it’s a rhythm of three days collaborating in the office and two days working remotely �� a deliberate design that weaves together teamwork, belonging, and the freedom to thrive.

Learn more about Citi

HealthEdge

HealthEdge is proud to provide a flexible work environment tailored to the professional and personal needs of our employees. Embracing hybrid and remote work schedules, HealthEdge leverages technology and collaboration tools to ensure team members stay connected and productive, regardless of where they work.

This approach not only enhances employee satisfaction but attracts diverse talent across geographies. HealthEdge’s commitment to flexibility underscores our dedication to creating adaptive workplaces that thrive in today's dynamic global landscape, ensuring inclusivity and fostering innovation within our teams.

Learn more about HealthEdge

Delivery Hero

At Delivery Hero, we’re all about flexibility and connection! Our hybrid policy means that employees are expected to be in the office at least two days a week.

This setup helps us stay connected, creative, and aligned as teams. The Delivery Hero campus has dedicated team zones, collaboration spaces, and quiet areas for deep focus, that help make the most of time onsite.

We also support flexible schedules to promote a healthy work-life balance. Plus you can work remotely from selected countries for up to 22 days a year.

Learn more about Delivery Hero

charity:water

As a remote-first organization, we believe that collaborating in a highly coordinated way is an important part of what makes our work successful. Team members are expected to be available for meetings from 10:00 am - 4:00 pm ET, Monday - Friday, regardless of location.

In addition, employees should also work roughly three hours per day asynchronously, which factors in an hour for lunch. This means employees work at a time that best fits their schedule and working style without the expectation of immediately responding to others.

Learn more about charity:water

������ٱ�é USA

������ٱ�é supports workplace flexibility through various initiatives designed to accommodate diverse employee needs, including hybrid work models, flexible hours, and promotion of a results-oriented work environment, encouraging employees to manage their schedules to enhance productivity and well-being. We also provide resources for mental health and wellness to ensure that employees can maintain a healthy work-life balance, robust parental leave and resources for childcare support, and wellness programs that include mental health days and fitness initiatives. By fostering an adaptable workplace culture, we empower our workforce to thrive both personally and professionally.

Learn more about ������ٱ�é USA

Moody's

At �ѴǴǻ��’s we invest in you so you can invest in us. We offer flexible work arrangements and paid time off to enhance employee flexibility and create opportunities for collaboration while continuing to meet our business objectives. �ѴǴǻ��’s also has a Summer Hours Program which gives team members the flexibility to take half days on Fridays, during the summer, and make up this time over the course of their usual work hours during the week.

Learn more about �ѴǴǻ��’s.

Celonis

At Celonis, flexibility isn’t a benefit—it’s how we work, live, and thrive. We’re excited to introduce an even more empowering approach to hybrid and remote work, giving every employee the freedom to choose what fuels their productivity—from fully remote setups within their country to energizing in-office days. And this summer, we’re piloting 36-hour work weeks in Spain throughout August—without cutting into annual hours. Because we believe trust, balance, and autonomy �������’t just ideals—they’re how we build a workplace where everyone can do their best work and truly feel at home.

Learn more about Celonis

Dassault Systèmes

At Dassault Systemes, we believe there are benefits of being together in person, which includes building stronger relationships and driving creativity. With that being said, we also realize that providing a hybrid / flexible work model strengthens our culture as well. We recognize that our employees have diverse needs and allowing flexibility accommodates various lifestyles, caregiving responsibilities and promotes inclusivity. With our hybrid model, employees can better manage their professional and personal responsibilities which leads to less stress, avoiding burnout and an overall improved work-life balance.

Learn more about Dassault Systèmes

Udemy

At Udemy, an AI-powered skills development platform, we embrace a hybrid work model with three days in-office and two days of flexibility each week. To support our team, we offer a one-time stipend for upgrading home work setups and a monthly allowance to cover work-from-home expenses. We also strive to foster collaboration and connection through engaging in-person and virtual activities. At Udemy, we provide the tools, spaces, and opportunities needed to thrive in our mission-driven environment!

Learn more about Udemy

Vizient

At Vizient, flexibility isn’t just a benefit, it’s a foundational expression of our culture of trust, wellbeing, performance, and belonging. Our hybrid-first model empowers employees by promoting autonomy and accountability that fuel both individual and team success. We recognize that achieving peak performance requires intentional rest and reflection. That’s why we offer generous Paid Time Off (PTO), encouraging team members to recharge, Work from Anywhere week, designed to inspire rejuvenation and a fresh perspective, five days of Volunteer Time Off (VTO), enabling them to engage meaningfully with the causes they care about, and 16 weeks of parental leave, available for all parents, regardless of gender of path to parenthood.

This purposeful flexibility reinforces our belief that when employees feel supported in all dimensions of life, they are better equipped to do their best work and make a meaningful impact.

Learn more about Vizient

Autodesk

���ܳٴǻ�����’s gives employees the freedom to work where they’re most productive �� whether �ٳ󲹳�’s office-based, hybrid, or home-based. We believe flexibility in how and where work gets done helps us better meet the needs of our dynamic, growing business while allowing our people and teams to thrive and realize their potential. Other benefits include wellness reimbursement, discretionary time off, “Autodays�� (company-designated dates when most Autodeskers are away from work on the same day), and even a 6-week paid sabbatical every four years for U.S. employees!

Learn more about Autodesk

Back in the day, building a tech team meant posting a job, waiting for applications to roll in, and hoping someone local fit the bill. That worked well for decades…until it didn’t.

Hiring has changed. Remote and hybrid work models have risen dramatically in popularity, deadlines have tightened, budgets have been squeezed, and with the amount of changes in technology, qualified talent is tougher than ever before to find.

That’s where staff augmentation comes in.

If you’ve heard the term but �������’t sure how it works—or if you’ve already tried it but want to sharpen your approach—this is the guide for you. We’ll walk you through what staff augmentation really means, how it works in practice, and why it’s helping companies scale smarter in today’s complicated economy.

What is staff augmentation?

Before we get into the why and the how, let’s talk definitions. Staff augmentation is a way to grow your team by bringing in outside professionals (usually on a contract basis) to work alongside your existing employee base. It's a great way to fill specific skills or bandwidth gaps on your team without committing to permanent headcount or having to scramble to onboard freelancers who may or may not be qualified.

Importantly; you still manage the work. The new folks just help get it done.

These professionals might be software developers, DevOps engineers, data analysts, QA testers, or project managers. And they’re often brought in through a third party or trusted party (like PowerToFly *wink wink*), who helps companies find vetted talent from around the world.

Put simply, staff augmentation allows you to access the skills you need to complete a project or initiative without the hassle of full-time hiring or the risks of traditional outsourcing.

How staff augmentation works

Let’s say your in-house product team is working on rolling out a new feature. You need three backend engineers and a QA lead to hit your launch date. Like many of us, your internal recruiting pipeline is backed up and your engineer shortlist is dwindling. Completing a full recruiting and hiring cycle can take months, but you simply don’t have months.

That’s when staff augmentation steps in. Here’s how the process works:

1. Define what you need. Maybe it's a backend developer with Python experience. Maybe it’s a QA engineer fluent in automation. Now is the time to get specific. Whatever it is that you or your project needs, lay out the scope in detail.
   
2. A staff augmentation partner finds qualified candidates. At PowerToFly, for example, we source from a deep bench of global talent with technical chops and excellent English communication skills, so we’d share a short list of professionals for you to review.
   
3. You review and interview. You stay in charge of who joins your team and how they fit.
   
4. They get to work! Once onboarded, augmented staff use your tools, attend your meetings, and work your hours or collaborate asynchronously, depending on what’s best for your team.

It’s not exactly outsourcing, and it’s not traditional temp staffing. It’s something in between, with more flexibility and better results.

You don’t have to worry about payroll logistics, international hiring laws, or currency exchange rates. Your staff augmentation partner handles that. You get to focus on getting the work done without burning out your team or pausing projects.

Why staff augmentation is booming

Staff augmentation isn’t new, but the pandemic gave it a major face lift. When everyone suddenly had to work from home, hiring borders disappeared. That meant talent could come from anywhere. Companies realized they didn’t always need someone full-time, in-office, or even in-country. This changed the game for staff aug.

Why? There are few reasons:

• Remote work made global teams the new normal.
• The U.S. talent market got pricey and competitive.
• Specialized skills are needed faster than ever.
• Budgets demand leaner operations
• Projects evolve quickly, and teams need to keep up.

For tech leaders juggling constant innovation and teams navigating shifting regulations and rising digital expectations, the ability to bring in niche experts on-demand is a lifesaver.

Maybe you need a blockchain specialist for a 12-week sprint or someone with data privacy expertise for a short audit or DevOps support during a crunch. Staff augmentation helps you meet those needs without rerouting your whole org chart or breaking the bank.

The benefits of global staff augmentation

Here’s where staff aug gets even more powerful: going global.

Not to oversell it, but when you look beyond local borders, your hiring options expand dramatically. PowerToFly helps companies find top-tier engineers and tech talent from Latin America, Eastern Europe, India, and across the U.S. These are people who bring deep expertise, diverse backgrounds, and strong communication skills—and often at lower rates than local hires.

Let’s look at some of the benefits of global staff augmentation:

Lower costs. Top-quality work ��DZ����’t have to break your budget. Many global professionals bring the same skills at more affordable rates, especially compared to hiring in major U.S. cities.

Faster hiring. You’re no longer competing with every company in your ZIP code. This speeds up the recruiting process, often getting candidates in the door (and on Slack) within weeks, not months.

Fresh perspectives. Working with people from different countries, cultures, and professional backgrounds brings new ideas to the table. It keeps teams sharp and creative.

Flexible scaling. Staff augmentation gives you the control to grow or contract based on real-time needs. That means you can assemble a team for a targeted project or ramp it down quickly once the product launches.

Values alignment. Building a team that reflects your values takes intention. Staff augmentation makes it easier to find talent that aligns with both your goals and your culture.

What to look for in a staff aug partner

We won’t give you our full sales pitch, but we will tell you what we’ve seen work and what you should watch for.

Choosing a staff augmentation partner isn’t just about filling seats fast, it’s about finding the right people who fit well into your team, bring fresh energy, and help you hit your goals without adding friction.

Here’s what we’ve seen works:

Look for skill and values alignment. Technical know-how is a given. The real magic happens when the people you bring in also share your team’s values and can adapt to your working and communication style. You want folks who can collaborate, communicate, and care about the outcome, not just clock hours.

Seek out partners who prioritize underrepresented talent. Diversity of thought and background is a business advantage. A good partner should help you access talent you might not find through traditional pipelines and support your goals around inclusion, and representation.

Ask about long-term support. Some vendors drop candidates in your lap and disappear. A strong staff augmentation partner will stay engaged by checking in, offering guidance, and helping you build a bench that grows with your team.

Make sure they know the legal stuff. Cross-border hiring involves everything from contracts to tax compliance to time zone management. Your partner should take the stress out of global hiring.

Insist on a human approach. The best staff augmentation partners don’t just match skills to roles. They build relationships and understand your business, your pain points, and what a good fit looks like for your team.

At PowerToFly, we specialize in helping companies build flexible, high-performing tech teams with global professionals who are ready to hit the ground running. We focus on:

• Hiring for both skill and values
• Connecting companies with underrepresented talent
• Supporting long-term partnerships, not just short-term fixes
• Making global hiring smooth, compliant, and low-stress

We’ve worked with a wide range of companies from fast-growing startups to Fortune 500s in all industries. We know what it takes to build a team that can move fast, ship high-quality work, and reflect the world we live in.

And when your team is under pressure, we help you get the support you need. It’s that simple.

Is staff augmentation right for you?

Staff augmentation isn’t one-size-fits-all. But it’s a smart option when:

• You’re growing fast but don’t want to over-hire.
• You’re struggling to find niche skills locally.
• You’re tired of slow recruiting and candidate ghosting.
• You want to build a global team that actually works well together.

It’s a practical way to grow without overextending. It gives you access to incredible talent, greater flexibility, and a path forward when internal resources are stretched thin.

If that sounds like your team, we’d love to help.

Explore Elastic careers and discover how the Sales team bridges promotes growth and development.

🎥 In this video, Floyd Armenta and Sara Martin, both Account Executives on Elastic’s Commercial Sales Team, share what it's really like to work in sales at Elastic �� and how the company supports professional development every step of the way. Whether you're just starting your sales journey or looking to level up in your career, Elastic offers the support, culture, and flexibility to help you grow.

Tune in to learn:

• What makes Elastic’s sales culture unique
• The soft skills that help sales professionals thrive
• How Elastic supports career progression and internal mobility
• Real examples of moving from SDR to AE �� and beyond

💬 As Sara puts it, “Elastic really does foster an environment for great internal career growth.��

📢 Ready to grow your sales career? Explore and apply today.

🔗 Connect with Floyd and Sara:

Want to learn more about life at Elastic? You can connect with Floyd and Sarah on LinkedIn �� and don’t forget to mention this video!

💡 More about Elastic:

Elastic is the leading platform for search-powered solutions, helping everyone �� from small startups to the world’s largest enterprises �� find the answers that matter. Whether it’s solving IT challenges, preventing cyber threats, or delivering better search experiences, Elastic empowers organizations to take action with speed, scale, and relevance.

When Rick Rendon founded Empower Peace, he knew one thing for sure: young people have the power to change the world. What began as a response to global unrest in the wake of 9/11 has grown into a worldwide movement to amplify young women’s voices. Through the Women2Women International Leadership Program, Rick and his team have helped thousands of emerging female leaders build the skills, confidence, and global network they need to drive change in their communities. We sat down with Rick to learn more about the story behind Empower Peace, the impact of Women2Women, and why now, more than ever, we need to invest in the next generation of leaders.

PowerToFly: Thank you so much, Rick, for taking the time out of your day to chat with us. To kick things off, could you please share what the mission of Empower Peace is and why it's more important now than ever?

Rick: At Empower Peace, our mission is really all about building cultural bridges; bringing young people together from around the world and giving them the skills and network they need to lead in their own communities and beyond. One of the ways we do that is through our flagship initiative, the Women2Women America International Leadership Program.

It is designed specifically to equip emerging female leaders with the educational experiences they need to learn, network, and develop leadership skills that will enable them to make a positive impact. Through the program, we offer world-class training in things like communications, leadership, negotiation, networking, and action plan development. It’s hands-on, it’s intensive, and it’s incredibly empowering.

We host the program every year in Boston, and it’s really our answer to the growing threats we’re seeing globally when it comes to gender equality. Unfortunately, those inequities exist across cultures, regions, and industries, so now more than ever, we believe it’s critical to put equity, inclusion, and opportunity front and center, especially for young women who are finding their voices and defining their futures.

Here’s the thing: when women are empowered, everything changes. Communities become stronger, businesses thrive, kids are healthier and better educated, and entire economies benefit. That’s why we say Women2Women isn’t just a program, it’s a movement. We’re building a global network of bold, capable, and compassionate leaders who are ready to step up and create real change in a rapidly shifting world.

PowerToFly: That sounds like an amazing program that has real, tangible impact in the world! Could you share some of Empower Peace's most impactful programs or recent achievements?

Rick: We’re incredibly proud that this year marks the 19th gathering of our Women2Women America program. Since launching in 2006, we’ve had the privilege of educating, training, and empowering girls aged 15 to 19 from all over the world. Today, we have a global network of over 4,300 alumni representing 93 countries. Whether they’ve joined us in Boston, participated in a virtual program, or attended one of our in-country trainings, each one of them is part of a growing movement of young women stepping into leadership.

We’ve hosted programs everywhere from Bahrain to The Hague, Brussels to Cairo, and we’ve seen firsthand the incredible impact these young leaders can have when given the right support and training. We've also expanded our reach with virtual and country-specific programs in places like Pakistan, India, Peru, Bahrain, and Belgium, allowing us to connect even more deeply with the communities we serve.

What’s especially inspiring is what happens after the program. Our alumnae go on to create real change. They launch nonprofits, run for office, speak at the United Nations, and lead community initiatives rooted in the challenges they identified when they first applied to the program. Their action plans have touched tens of thousands of lives. That’s what leadership in action looks like, and it’s why we do this work.

PowerToFly: That is incredible. You’ll have to do something big next year for your 20th gathering! It’s really important to celebrate the success of programs like these, especially nowadays. In the face of shifting support for DEI initiatives, how is Empower Peace continuing to adapt and innovate to deliver on its mission of empowering women and building cross-cultural understanding?

Rick: Right now, we’re in a moment where equity and inclusion are really being tested. But even in the face of that, we’re staying firmly rooted in our mission to build cultural understanding and leadership skills among young women around the world. At Empower Peace, we truly believe that equity, inclusion, and cross-cultural understanding are non-negotiables for creating a more just and peaceful world.

The young women who come through our Women2Women program often face real social, political, economic, and cultural challenges. And yet, they show up ready to lead and learn. Our program gives them the tools, the platform, and the support to tap into their potential, find their voice, and take action on the issues they care about most. These young women flourish in our program and go on to thrive in their academic and professional lives.

We know from both research and experience that empowering women and girls can change the course of history. That’s why we’re not backing down. In fact, we’re doubling down by deepening our engagement, expanding our network, and investing in the next generation of leaders by building new partnerships, bringing in inspiring speakers, and connecting with mission-aligned donors. We’re already working hard to make sure that Women2Women 2025 is more powerful than ever. Because when we’re met with resistance, our response is even more resolve.

PowerToFly: Yes, I love that you’re doubling down on your mission in these times. It’ll be exciting to see the leaders that are formed from the lessons we’re learning today. I’d love to know what the most pressing needs or opportunities are for young women globally when it comes to leadership, peace building, and skill development?

Rick: There are so many challenges facing women around the world right now and we hear about them directly from the young women who apply to our program. In fact, we ask applicants to tell us what issues matter most to them. The answers range from access to education and healthcare, to safety, confidence, and self-esteem. And these �������’t just problems happening “somewhere else��, they’re real and present in nearly every country represented in our network, including here in the U.S.

Some of the women who come to us have never been told they can be leaders. They’re brilliant and passionate, but they have imposter syndrome because no one’s ever encouraged them to pursue big dreams or believe they can make an impact in their communities. That’s where we come in.

At Empower Peace, we know that when women lead �� in government, in business, in education �� entire communities thrive. So we give our participants the chance to connect with accomplished women leaders from around the world, and we equip them with the communications and advocacy skills they need to go out and make a difference. The path to true gender equality is a long one, but thanks to our Women2Women alumni, we’re seeing meaningful progress every single day.

PowerToFly: It sounds like Empower Peace is truly doing the work and making connections for the best impact. I know you’re actively searching to widen your network. What kinds of partnerships and support help Empower Peace thrive—and how can potential sponsors or allies get involved in advancing your global impact?

Rick: We’ve been really fortunate to have incredible supporters by our side over the years including faculty from Emerson College and Babson College, for example. Their involvement has helped us strengthen our curriculum year after year. We’re always looking to build new academic partnerships too, because we know that fresh ideas and collaboration make our programs even more impactful.

Beyond academia, we’re grateful for the support we receive from financial institutions, biotech companies, and individual donors who believe in our mission. And we’re always open to exploring new sponsorship opportunities with businesses, foundations, and allies, whether they’re based here in the U.S. or anywhere around the world.

If you’re someone who’s passionate about empowering the next generation of female leaders, we’d love to connect. Our doors are always open. Together, we can help more young women step into leadership not someday, but right now.

PowerToFly: Thank you, again, for your time.

Rick: It’s been my pleasure.

Women2Women International Leadership Program:

Empower Peace’s Women2Women International Leadership Program is dedicated

to equipping emerging female leaders with the educational experiences necessary to learn,

network, and develop leadership skills that will enable them to effect positive change in

their communities and nations. With over 18 years of history, Women2Women has expanded from its annual Boston-based program to include outstanding in-country leadership training and

virtual programs for young women worldwide, culminating in an alumnae network of over

4,300 women from 93 countries.

To learn more about Empower Peace, check out their website or watch the video below.

Contact Info:

Molly Lomenzo, Senior Development Associate

[email protected]

Sometimes, it feels like we’re already living in the future. With self-driving cars, real-time translation glasses, and personal assistants that fit into your pocket, the AI-powered technology that we once dreamed about is now at our fingertips �� and it’s very quickly becoming integrated into business as well. From shaping your customer service to improving workflows, AI is changing the way work gets done. Companies that are still treating AI like a “someday�� project are falling behind.

And even if you do already utilize AI tools on your team for better productivity, you won’t go very far without a proper AI strategy and support to executive your vision. Here’s the other thing; finding skilled AI talent isn’t easy, especially when budgets are tight and bandwidth is low.

That’s where staff augmentation comes in. When done right, it’s not a shortcut. It’s a smart, steady way to build a team that can adapt, innovate, and keep pace with change. Read on to learn why and how you can use staff augmentation to improve your AI strategy and execution.

The urgency: Why AI strategy can’t wait

AI is no longer something we need to plan for, it’s something we need to act on. The smartest companies are doing it. In fact, according to McKinsey, of companies are already using AI in some part of their business, and that number keeps growing every year.

Across tech, finance, and beyond, companies are using AI to automate tasks, speed up decisions, and find new ways to serve customers. In today’s economy, that means doing more with less.

So, while cutting back on AI investment may feel like the safe choice during uncertain times like these, �ٳ󲹳�’s not always the case. The companies that keep innovating with AI are the ones more likely to come out ahead.

But having AI tech alone isn’t enough. You need the right people to strategize, build, test, and improve your AI visions and systems (think engineers, data scientists, and developers).

Why in-house hiring isn’t enough

Good AI talent is scarce, and finding strong AI talent is tough. Experienced, aligned engineers, data scientists, and machine learning experts are hard to find (and can cost you a pretty penny).

Even when you have the budget, hiring takes time. Weeks go by posting roles, reviewing resumes, running interviews, and negotiating offers. Meanwhile, your AI roadmap stagnates.

Sticking only to in-house teams can also slow innovation. Without new perspectives or fresh experience, your team risks getting stuck in the same patterns, missing creative solutions or faster ways to work.

Staff augmentation addresses these problems by adding skilled professionals to your team so you can move faster, build smarter, and stay competitive �� all while keeping your budget in check.

How staff augmentation strengthens your AI strategy

Access specialized talent worldwide

One major benefit of staff augmentation is the ability to reach beyond your local talent pool. Skilled AI engineers and data professionals are working in regions like Latin America, Eastern Europe, India, and across the U.S., and they bring a wide range of experience to the table.

These professionals have deep technical knowledge, hands-on experience with the latest AI tools, and familiarity with global regulations. Tapping into a global network gives you more options and more specialized expertise, at a reasonable price. Whether you're building a recommendation engine, refining a large language model, or scaling your data infrastructure, someone out there has already done it and can help you do it, too.

Diversity leads to better AI

AI systems reflect the people who build them. Teams made up of different backgrounds and experiences create AI that better represents the real world and reduces the biases that are inherent with how AI learns today.

Staff augmentation makes it easier to build diverse teams intentionally. When you combine strong technical skills with a variety of viewpoints, your AI becomes smarter, more ethical, and more inclusive.

Scale at speed, sustainably

Hiring full-time staff takes time, energy, and a lot of money. Staff augmentation helps you scale quickly at a fraction of the cost.

By working with professionals in affordable markets, you can grow your AI team without sacrificing quality or overloading your core team. It’s a practical way to scale without getting stuck with long-term costs.

Stay flexible in a fast-changing field

AI technology moves fast, and your staffing needs will too. Staff augmentation gives you the flexibility to bring in experts for a specific project, or even project phase, and adjust your team as your goals shift.

This approach helps you stay agile. You’re not stuck with roles or skills that no longer serve your business. Instead, you can respond to change as it happens and keep your AI strategy moving forward.

AI strategy needs talent strategy

Building an AI strategy that lasts takes more than picking up new AI tools. It takes the right people in the right roles, ready to move when the market does. Staff augmentation is a practical, flexible way to build a team �ٳ󲹳�’s skilled, diverse, and ready for what’s next. Whether you’re looking to scale quickly, bring in specialized talent, or stay competitive without stretching your budget, it’s a solution worth considering.

When Anna Swigart talks about data, she doesn't just talk in rows, columns, or pipelines. She talks about people. Whether it's for researchers pursuing genomic breakthroughs, lab teams ensuring patients get timely diagnostic results, or clinicians delivering care, Anna sees data engineering in healthcare as a deeply human endeavor where every technical decision impacts real people's lives.

“I'm someone who's always been fascinated by the stories data can tell,�� she says, “but equally passionate about the people who bring those stories to life and use data to solve important problems in the world. The interdisciplinary collaboration here �� with engineers, clinicians, operations leaders, researchers, bioinformaticians, analysts �� creates solutions none of us could build alone, and it's incredibly energizing. I'm grateful for how this team constantly pushes me �� and each other �� to see problems from entirely new angles. When data engineering meets clinical expertise and scientific research, you get data products that accelerate discovery and patient care in the real world.��

As the Director of Data Engineering at Helix, the leading population genomics and precision health organization, Anna is building the foundation for faster, safer, and more impactful access to genomic insights. Her career path, from neuroscience labs to real estate tech to healthcare, reveals a throughline of discovery, empathy, and a relentless drive to make data more useful for those who need it most.

Basecamp: career beginnings

Anna’s career started at an unexpected place: a neuroscience research lab at Stanford.

“We were trying to understand how kids develop math skills,�� she recalls. “But our researchers were spending way too much time wrestling with messy datasets instead of doing the actual science they were passionate about. That’s when I realized that great data infrastructure wasn’t just about technology �� it was about aligning skill sets, user experience, and thoughtfully curated metadata to augment human reasoning.��

Moved by this realization, she went on to earn her Master's degree from the UC Berkeley’s School of Information, followed by roles in data consulting and at Zillow, where she learned to scale data systems for high-stakes environments.

When Anna heard about Helix's mission to make genomic insights accessible for better health outcomes, it felt like a full circle moment �� moving from niche research to tools and systems that could save lives in everyday clinical practice. “Here was a chance to combine everything I'd learned about building robust data platforms with the kind of scientific impact I'd originally been drawn to,�� Anna reflects with a smile. “I could bring everything I’d learned to a place where it could truly help people.��

Building a scalable data foundation

Joining Helix wasn’t just a return to scientific impact for Anna. It was a chance to lay the technical groundwork for it.

"Think of it as a pyramid," she says. "We lay the foundation with security and data organization, then build automated processes that ensure data quality and smooth delivery, and finally, we provide the advanced tools teams need to get reliable insights they can trust."

But when your data is genomic, the stakes (and the challenges) are even higher.

“You can't just sample or summarize genetic information without losing critical details, and the privacy requirements are rightfully incredibly strict,�� Anna explains. “We’ve had to rethink everything from how we store data and who gets access, to how we support completely different user groups across healthcare and research.��

But infrastructure alone isn’t enough. It has to scale with people in mind, by empowering teams to work faster and smarter without compromising accuracy or privacy. “The hardest part was changing how people think about data investments �� moving from ‘this is complicated, let's create a manual process�� to ‘let's standardize and automate this so teams can focus on their real work.’��

And the work was well worth it. During her two years at Helix, Anna has been able to support a data platform that holds up under pressure and helps Helix scale scientific discovery and clinical insight, safely and efficiently.

Accelerating discovery with data-driven tools

Anna’s work is more than just elegant infrastructure. It’s changing how quickly science can move.

“Take our cohort-building application,�� she says. “What used to take weeks �� identifying patients with specific genetic variants combined with clinical characteristics �� can now be done in minute��.�� That kind of acceleration impacts the speed of research and business processes within Helix, but will also enable external partners to drive insights and discoveries faster than ever before.

This is just one example of how Anna’s work accelerates discovery by making data more accessible, usable, and impactful.

She continues to prioritize this by nurturing an analytics community at Helix that brings together people from diverse domains. “Technical problems in genomics require interdisciplinary thinking, so building connections across teams has been crucial for both individual growth and organizational success,�� she reflects.

Apart from clean, rigorously modeled data, investing in strong partnerships between different stakeholders has made one of Helix’s most impactful data initiatives possible. Prototyped during a hackathon, an AI analytics integration eventually evolved into an organization-wide adoption of AI-driven insights.

Teams that previously waited weeks for analysis can now generate sophisticated analytics themselves. “The real breakthrough wasn't the technology itself, but seeing how it democratized access to insights. Lab operations, business teams, and researchers are all using AI-powered tools to answer questions they couldn't tackle before, without needing to understand the underlying technical complexity.��

Nurturing a new generation of data professionals

This belief in discovery and connection also translates to Anna’s leadership style.

“I believe great technology is built by people who feel valued and connected to the mission,�� she says. That starts with radical transparency about tradeoffs, business goals, and team dynamics. When people understand the 'why,' they’re able to make informed decisions and own their outcomes.

She’s big on helping people define their career paths and steer their progression. Anna helps team members grow by giving them progressively more scope �� moving from domain experts to mentors to strategic thinkers. “Teaching is one of the best ways to grow,�� she notes. “Teaching forces you to really understand concepts deeply and builds the communication skills that are essential for senior technical role��.�� She provides her teams plenty of opportunities to teach by leading internal workshops, contributing to Helix’s analytics community, or presenting at conferences.

And whenever she can, she likes to connect her team directly with the end user of their work �� whether it’s a researcher making a breakthrough or a patient getting better care. “That connection to the mission is incredibly motivating and helps people understand how to prioritize their technical decision��.��

How to build a career at the intersection of data and healthcare

A career at the intersection of data and science involves more than technical prowess in the world of healthcare. “I'd rather hire someone who can think critically about data quality and user experience than someone who knows every Python library but can't communicate why their solution matters or how to weigh tradoffs,�� says Anna. If you’re looking to build a career at the in this sector, Anna has clear advice:

• Develop empathy for the healthcare ecosystem: Empathy is needed because, ultimately, we're building tools for humans, and understanding user needs is crucial for creating valuable solutions. Spend time understanding how patients, providers, researchers, and administrators interact with health data. “Healthcare isn't just another vertical; it's a deeply human domain where technical decisions have real consequences for people's live��.��
• Respect the basics: Recognize that foundational data and software skills like validation, security, automation, and documentation are absolutely critical in healthcare precisely because it's so highly regulated. “The stakes are too high for shortcut��.��
• Embrace, don't fight complexity: “Healthcare data is messy, highly regulated, and spans everything from lab results to insurance claims to genomic sequences. Learn to build systems that can handle this complexity gracefully while still being accessible to non-technical user��.��
• Learn both the technical and regulatory landscapes: Regulations like HIPAA and genomic privacy laws, “aren't just compliance checkboxes, they're design constraints that should inform your technical architecture from the ground up.��
• Think long-term, act fast: “Healthcare transformation takes time, but people need better care right now,�� Anna says. “You have to be creative about finding ways to deliver immediate improvements while building the foundation for long-term impact. The potential for meaningful impact is incredible, but it demands both long-term vision and daily urgency.��

Hiring for AI can be confusing, because AI itself can be…confusing. The tech is new, the job titles are all over the place, and half of the ‘industry-standard�� tools didn’t even exist a year ago. So how are you supposed to know who to hire? And to do what, exactly?

And we know �� the pressure’s on, too. Businesses that figure out how to use AI effectively will inevitably pull ahead from those who don’t.

As an added complication, everyone seems to be looking for the same few unicorns: machine learning engineers, data scientists, prompt engineers, and folks who can wrangle giant models like they’re spreadsheets (or people who can do two or more of those things!). But AI isn’t just a tech team issue. It’s changing how marketing runs campaigns, how sales finds leads, and how ops streamlines workflows.

So, who should you actually hire to help your company make the most of AI? This post breaks down five key traits to look for; whether you’re hiring a technical specialist or someone who knows how to apply AI where it counts.

Cross-functional fluency

A strong AI hire won’t work in a vacuum, so they need to understand how your different teams operate and how AI can actually make those teams run better.

That means being able to talk shop with engineers one minute, then explain a use case to your head of operations the next. It also means knowing when not to use AI. Sometimes the best solution is a simpler one, and a good hire will be able to spot that.

Cross-functional fluency shows up in how someone thinks, so pay attention when interviewing. Do they ask questions about business goals? Do they tailor their ideas to the people in the room? If your marketing team is drowning in campaign data, your AI hire should be able to recommend a solution that works and explain it in plain English.

This skill is especially important for non-engineering AI roles. Whether it’s a marketer using AI to segment audiences or a sales lead forecasting deals, the best hires connect AI tools to real-world outcomes. They build trust across departments and help AI become a shared language, not just a technical one.

Adaptability and continuous learning

AI moves fast. What’s cutting-edge today might be outdated six months from now. So when you’re hiring, focus less on someone’s current toolkit and more on how they learn and adapt.

Importantly; stop unicorn-hunting. You don’t need someone who knows everything. You need someone who knows how to keep learning. The best AI hires are curious by default. Maybe they experiment with new tools in their free time. Maybe they take short courses or follow research papers like most people follow celebrity gossip. The point is: they know this field ��DZ����’t sit still, and neither do they.

You can also spot this mindset in the interview. Skip the “Where do you see yourself in five years?�� question. Instead, ask: “What’s something new you’ve learned recently, and how did you use it?�� You’ll get a clearer picture of how they think. Look for people who’ve picked up new skills on the job or shifted their focus as the tech evolved. If their resume includes words like “self-taught,�� “beta tester,�� or “built this on a weekend,�� �ٳ󲹳�’s a good sign.

AI adoption ��DZ����’t come with a rulebook. You want someone who can roll with the changes, figure things out as they go, and help your company stay ahead.

Strong problem-solving

You don’t need someone who dreams in algorithms. You need someone who solves problems.

A good AI hire ��DZ����’t just ask, “What can this model do?�� They ask, “What problem are we trying to solve?�� They look for bottlenecks, inefficiencies, and repetitive tasks; and then figure out if AI can help.

That might mean using machine learning to improve customer churn predictions. Or building a simple automation to speed up invoice processing. It ��DZ����’t always involve a fancy model or a PhD-level approach. Sometimes it’s just about knowing the right tool for the job and using it well.

When interviewing, listen for how candidates talk about their past work. Do they lead with results? Do they mention business impact? Bonus points if they’ve helped launch or test an AI pilot, especially one tied to a specific department or use case.

AI for the sake of simply having/using AI is a waste of time. The right hire knows how to apply those tools where it matters, measure what works, and move on from what ��DZ����’t.

Ethical awareness and a responsible AI mindset

Just because AI can do something ��DZ����’t mean it should.

From biased algorithms to questionable data practices, the risks are real �� and they’re growing. That’s why ethical awareness isn’t a bonus trait in an AI hire. It’s a requirement.

The best candidates think critically about how their work affects people, not just performance. They ask where the data came from. They test for bias. They question assumptions. They’re mindful of what they feed into AI, too. In high-stakes industries like finance or healthcare, this mindset isn’t just helpful, it’s non-negotiable.

Look for folks who’ve worked with compliance frameworks, done model audits, or helped set guardrails for responsible AI use. If someone brings up fairness, transparency, or explainability without being prompted, take note.

And if they can explain those concepts without sending your whole team into a jargon-induced nap? Even better.

Communication skills and stakeholder influence

A good AI hire needs to communicate clearly, whether they’re building a tool, using one, or helping others adopt it.

They should be able to explain what they’re doing, why it matters, and how it helps the team reach its goals. This goes beyond giving a slick presentation. It’s about building trust. Clear, honest communication helps demystify AI and makes people more likely to adopt it. If your sales lead ��DZ����’t understand how a new AI tool qualifies leads, they’re not going to use it. And they definitely won’t advocate for it, and then you can kiss those efficiencies goodbye.

The best AI hires know how to read the room. They adjust how they talk based on who’s listening. They ask for feedback. They make space for questions. In short, they don’t act like the smartest person in the room (even if they are).

Look for people who’ve led cross-team projects, run demos, or trained others. If they’ve convinced a skeptical team to try something new, �ٳ󲹳�’s a sign they won’t just build smart tools, they’ll help the whole company use them.

AI can make your business faster, smarter, and more competitive, but only if you have the right people in place. Whether you're hiring for tech, marketing, or operations, focus on folks who can solve real problems, communicate clearly, and adapt fast.

Workplace wellness isn’t all yoga breaks and step challenges. The real work happens behind the scenes when companies take a thoughtful approach to mental health, workload, flexibility, and support. At PowerToFly, we’ve seen that when employees feel well, they work well. That’s why we’re spotlighting companies that are doing more than checking a box; they’re building wellness into policies, benefits, and day-to-day culture. From mental health resources to meeting-free days, check out how these companies are putting employee wellness front and center.

Cummins

It's Ok is dedicated to promoting mental health awareness and support within the Cummins community. It serves as a centralized hub for resources, information, and tools designed to help employees navigate and prioritize their mental well-being. The It’s OK program focuses on four facets that intricately link to overall wellness: physical, mental, financial and social.

- YouTube

Learn more about Cummins

Stryker

At Stryker, investing in our people is one way we live our mission to make healthcare better—because when our employees thrive, so do the communities we serve. That’s why we offer a variety of resources to support their personal and professional wellbeing.

From paid time off and family leave, to wellness programs, onsite fitness centers and performance awards, our benefits reflect what matters most to our teams. No matter the role or region, we’re committed to creating a workplace where everyone can grow, connect and feel supported.

Interested in a specific location? Read to see what each site has to offer!

*Benefits vary by country and location

Learn more about Stryker

Sonos

As part of our commitment to workplace wellness, Sonos offers an inclusive benefits program to support the holistic wellbeing of our employees. This includes our open time off policy and robust leave policies, and comprehensive health insurance options that include coverage for mental health care, PrEP, wellness tools like Headspace and Maven Maternity, and gender-affirming care aligned with WPATH standards. Even our EAP goes beyond the basics to offer robust support for work and personal needs, and we provide dedicated resources that help employees and managers navigate significant life moments and transitions.

Learn more about Sonos

Shure

Associate wellness is a top priority at Shure. We consistently survey industry best practices to ensure we offer comprehensive benefits and innovative workplace solutions that address physical, mental, financial, and overall well-being. Whether on-site, hybrid, or remote, we got you. Some of our offerings include an annual lifestyle reimbursement to promote travel, self-care, and general wellness, free 24/7 access to a network of mental health providers, a variety of wellness fairs, financial planning education, and more. In addition to our award-winning benefits package, Shure also hosts monthly Wellness Wednesday seminars in which subject matter experts present on various topics that are important to our Associates. Recent conversations have included neurodiversity, investment education, stress management, and women’s health. When you join Shure, you are joining a community that is dedicated to your whole self --- in and out of office.

Learn more about Shure

Zillow

Zillow benefits are a promise of support and security for every unique individual and family who chooses to call Zillow home. Zillow is committed to designing benefit programs that create a sense of belonging, represent our dynamic, innovative culture, and care for our communities through every chapter of life’s incredible journey.

- YouTube

Learn more about Zillow

Celonis

At Celonis, wellness goes far beyond perks—it’s a promise. Whether you're working out with 3,000+ gyms via Wellhub, enjoying Active&Fit discounts, or covering your furry friend through Fetch, your health is fully supported. We champion families through generous parental and maternity leave, serene lactation rooms, and thoughtful family-forming benefits. Our Education Kicker RSUs invest in your future, while Impact Days invite you to pause, give back, and create real-world change. Add to that Perkspot discounts, mental health resources, and a global Well-Being Calendar, and you'll see: at Celonis, thriving isn’t an afterthought—it’s our standard.

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������ٱ�é

������ٱ�é USA prioritizes workplace wellness through comprehensive policies and benefits that foster mental, physical, and financial well-being. We offer flexible work arrangements, health and wellness programs, and access to fitness resources. Employees benefit from mental health support, including counseling services and stress management workshops. Financial wellness initiatives, such as retirement planning and financial education, further enhance employee security. By promoting a holistic approach to wellness, ������ٱ�é USA creates a supportive environment that encourages employees to thrive both personally and professionally.

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�ѴǴǻ��’s

At Moody's, we support our employees�� mental health and wellbeing through a comprehensive range of programs and resources aimed at creating a workplace where our employees feel both valued and inspired. These include initiatives like the Employee Assistance Program which offers confidential support for employees and their family members. Our Minds Business Resource Group is hosting events and discussions for all employees across all regions centered on wellbeing, resilience and finding balance in our daily lives, such as a leadership panel on Balance and Burnout: Working through Stressful and Changing Times, Disconnect to Reconnect: The Art of Balance for a Fuller Life and also Happier Hour - Meditation and Mocktails, among others!

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Morgan Stanley

At Morgan Stanley we create an environment where employees are supported and empowered in the moments that matter. We support the physical, mental and financial wellbeing of our people, enabling them to achieve their personal and professional best. Benefits include a free membership to One Medical for accessible primary care, 16 complimentary therapy or coaching sessions annually, and access to Headspace app for mindfulness and mediation. Onsite amenities at global offices feature health centers, lactation rooms and fitness facilities. The Firm also provides a robust Financial Wellness program with access to personalized financial guidance, digital planning tools and educational resources to help employees manage their finances with confidence. This holistic model ensures employees and their families are supported in all areas of life.

Learn more about Morgan Stanley

Zapier

Zapier embraces holistic wellness through comprehensive benefits that support teammates globally. Our approach includes a dedicated annual "Live Well" budget for wellness activities, travel, and entertainment that help Zapiens live fulfilled lives. We provide flexible time-off (most teammates take 4-6 weeks annually), plus a "Work Well" budget for professional development. Zapier offers holistic wellness programming with private coaching sessions via Wellness Coach, a global Employee Assistance Program, and family-forming support through Carrot. As a fully remote company, we emphasize work-life integration with flexible scheduling and supportive policies that empower teammates to thrive personally and professionally.

Learn more about what Zapiens have to say about workplace wellbeing .

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NASCAR

NASCAR empowers workplace wellness by creating a culture where well-being is part of everyday work life. We support employees through wellness and volunteer PTO, Employee Assistance Programs, and a wellness platform accessible to team members and their families. Resources include financial webinars, on-site and virtual fitness classes, and biometric screenings with incentives. Our medical plan covers 100% for preventive care and includes mental health support, plus enhanced programs for maternity and oncology. Traveling employees benefit from telehealth and virtual wellness tools. We also invest in long-term well-being through employer HSA contributions, wellness newsletters, and year-round challenges that build health and connection.

Learn more about NASCAR

Vizient

At Vizient, workplace wellness is a core part of our people strategy. We take a whole-person approach to support our employees�� mental, physical, financial and family wellbeing through a suite of benefits and intentional culture-building. Mental health resources like Lyra Health and Headspace provide immediate and ongoing support, while Homethrive supports employees navigating caregiving responsibilities with compassion and guidance. Through Progyny, we ensure inclusive, high-quality fertility and family-building care. We offer webinars through our 401(k) vendor to help employees strategically optimize their retirement savings and receive guidance on long-term retirement planning. These benefits are complemented by flexible work options, wellness days, and leadership support that encourage employees to prioritize their health for work-life integration.

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Udemy

Udemy's 'Whole U' program is designed to move with our employees and their families, supporting their authentic selves and whole-person wellbeing throughout their journey. We strategically invest in targeted point solutions, including comprehensive reproductive health and family care with unlimited virtual appointments across 30+ specialties, up to $25K USD reimbursement for fertility, adoption, and surrogacy expenses, up to 10 therapy sessions and 10 certified coaching sessions annually, and unlimited in-app meditations. Additionally, we offer complete financial planning through personalized guidance from debt management to retirement and estate planning, as well as access to a family care concierge supporting diverse care needs for all family situations.

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Esri

Being part of Esri is more than just a job �� it’s where you pursue your passion to do work that makes the world a better place. Our goal is to help you do what you do best and support your wellness along the way. Here are just some of our offerings:

• 100% covered primary health premiums for employees and eligible dependents.
• Free and low-cost mental health apps and counseling for employees and eligible dependents.
• Annual Wellness Week to empower colleagues with resources on mental, physical, and financial health.
• Fitness centers at our headquarters and other offices available for employees to utilize.
• Discounts to weight loss programs, gym memberships, grocery delivery, and more.

Learn more about Esri

Helix

At Helix, we prioritize workplace wellness, and for Mental Health Awareness Month, our Mental Health ERG led a month-long campaign themed “Proactively Protecting My Peace.�� The initiative featured weekly Bingo challenges focused on personal and social wellness, a guided meditation during our monthly drop-in session, a Walk & Talk Challenge to promote mind-body connection, and “Be Seen In Green Day�� to reduce stigma and show solidarity. To close the month, we’re hosting a Table Talk with two Helix leaders to spark an open dialogue on mental health and how it plays a vital role at every level in the workplace.

Learn more about Helix

Contentful

At Contentful, workplace wellness means creating an environment where people feel supported, connected, and empowered to grow. We invest in continuous learning with an education budget for courses, conferences, and books. Competitive compensation, stock options, and relocation support ensure our team feels secure and valued. Wellness is also about community—whether it’s connecting in our central café, bonding at all-company off-sites, or celebrating shared interests. With over 70 nationalities represented, we prioritize psychological safety, inclusivity, and fun, so everyone can thrive—professionally and personally.

Learn more about Contentful

A few months ago, a hiring manager at a mid-sized fintech company told us they had posted a job for a machine learning engineer and ended up with 300 resumes, but only five of them were even close to what they needed.

You might assume they were being overly picky, but the reality is that they weren’t looking for a unicorn. Just someone who could build, test, and fine-tune AI models—and work with the rest of the team without speaking in too much tech jargon. Still, after three rounds of interviews, they had nothing to show for their time.

This isn’t an unusual case. AI is moving fast. Everyone knows they need to keep up, but few know how to build the right team to do it. The job titles are new. The skills are evolving. And the people who can actually connect the dots between AI strategy and real-world business goals are still pretty rare.

If you’ve tried to hire for AI roles lately, we’re guessing you’ve probably hit the same wall. Whether you’re in finance, tech, or healthcare, finding people who understand both the tools and the context is, well, tough. And here’s the twist: the best AI professionals �������’t always sitting in Silicon Valley with PhDs. Sometimes they’re halfway across the world, working freelance, or embedded in marketing and sales teams, quietly making processes smarter.

In this post, we’ll walk you through how to find the best AI professionals for your business—without wasting time or budget. We’ll break down what “AI talent�� actually means, where to look, and what to ask. And we’ll show you a better way to build the team that will take your AI plans from concept to reality.

Understanding what “AI talent�� actually means today

Ask five people to define “AI talent�� and you’ll get five different answers. One might say it’s someone who can build large language models from scratch. Another points to a data scientist knee-deep in training sets. A third thinks of a product manager who can roll out AI features without wrecking the user experience—or the budget. None of them are wrong.

AI talent isn’t just one job. It’s a wide set of skills applied across many roles. Some are highly technical, like AI engineers or machine learning researchers. Others are more strategic—consultants, product leads, or even marketers and sales analysts using AI to sharpen performance. These professionals may not even have “AI�� in their job title, but they’re already solving problems with it. The best candidates don’t just understand the tools—they know how to use them in a business context.

Since the field is evolving fast, great candidates don’t always come with formal degrees or big-name experience. Some have built their skills on the job or through self-paced learning. If you’re only hiring based on pedigree, you’ll miss people who are already putting AI to work in smart, efficient ways. What matters most is how they think, how they build, and how they’ve made things better using AI.

What makes a great AI professional?

Once you know you need AI talent, the next question is: what should you actually look for?

• Problem-solving mindset
  Look for candidates who can walk you through how they’ve tackled complex challenges—including not just what tools they used, but why they chose them.
• Adaptability
  AI evolves quickly. The best professionals are always learning and can pivot when new frameworks, tools, or use cases emerge.
• Technical knowledge
  A solid grasp of AI fundamentals—like machine learning models, data structures, and programming languages—is essential, even if the role isn’t purely engineering-focused.
• Clear communication
  Your AI hire needs to explain their work to non-technical teammates. Look for people who can translate technical ideas into plain English.
• Practical impact
  Ask how their work made something faster, smarter, or more useful. You want someone who ties their work to real business outcomes.
• Real-world experience
  Whether it’s on the job, through side projects, or open-source work, hands-on experience shows they can turn ideas into working solutions.

Where companies get stuck

Even companies with clear goals and healthy budgets hit walls when hiring for AI. Here’s where things usually go sideways:

• Chasing unicorns
  Leaders often want one person who can do it all: build models, manage data, set strategy, and write production-ready code. That person ��DZ����’t exist. Break the role into what’s actually needed now, and what can be added later.
• Hiring too narrowly
  If you only search for candidates with a computer science degree and a FAANG background, you’ll miss out on some great talent. AI expertise shows up in more places than you’d think—including startups, freelance work, and self-taught pathways.
• Focusing on tools, not outcomes
  It’s tempting to hire someone because they know the latest framework or just added “AI�� to their LinkedIn title. Instead of relying on those accolades, be sure to ask how they’ve used those tools to solve real problems.
• Overlooking non-technical teams
  AI isn’t just for engineering. Your marketing, operations, and finance teams can benefit from AI-savvy professionals too—especially if they can bridge the gap between strategy and automation.
• Going it alone
  Building an AI-ready team takes time, and most internal teams �������’t set up to vet this kind of talent at scale. That’s where trusted partners can help fill the gap.

How to actually find the best talent in AI

Despite the newness of the industry, finding strong AI talent ��DZ����’t have to feel like a shot in the dark. Here’s how to make the process faster, smarter, and more effective:

• Broaden your definition of “qualified��
  Don’t get stuck chasing perfect resumes. AI is evolving too quickly for pedigree to be your only filter. Focus on skills and outcomes instead. What can the candidate do—and how have they applied AI to real-world problems?
• Hire beyond the tech team
  AI isn’t just a job for engineers. Your marketing, sales, and operations teams can benefit from professionals who understand how to use AI tools to streamline workflows and drive decisions. Look for cross-functional thinkers who can translate tech into impact.
• Ask better interview questions
  Skip the theoretical brain teasers. Instead, ask candidates to walk you through a specific AI project: What problem were they solving? What decisions did they make? What tradeoffs came up? Bonus points if they can speak to ethical considerations or business impact.
• Tap vetted, global networks
  You don’t have to build your hiring pipeline from scratch. Partnering with platforms like PowerToFly gives you access to AI professionals across regions, time zones, and experience levels—without the guesswork or delays.
• Build from within when you can
  If hiring isn’t in the budget or timeline, upskill your existing team. Training programs designed for working engineers can turn your current staff into AI contributors, faster than you think

The future of business belongs to those who hire smart

The future of business is moving fast �� and AI is at the heart of that change. AG���˰ټ���ing the right AI professionals isn’t just a nice-to-have anymore; it’s essential to staying competitive and unlocking new opportunities. The good news? You don’t have to figure it out alone.

PowerToFly brings you vetted talent, proven tools, and tailored training to help your company build AI capabilities that actually work. Whether you need to hire full-time experts, augment your staff, or grow your team’s skills from within, we’re here to make it easier and faster.

Ready to get started? Schedule your call today and get matched with AI talent who fit your goals, vision, and budget.

Let’s be honest. Getting a job interview right now is no small feat.

If you’ve landed an interview, that means that you’ve made it past the bots, the auto-rejections, and the mountain of applicants. Maybe you even applied to a role that had 500+ other hopefuls clicking “apply�� and �ٳ󲹳�’s already a win. A big one.

But now? The pressure’s on. You need to show up, stand out, and somehow convince a stranger (or three) that you’re the right person for the job. Oh, and do it all while pretending your heart isn’t pounding like you just ran a 5k with no prep.

Here’s the thing: interviews �������’t really designed to make you comfortable, but that ��DZ����’t mean you have to show up feeling like a bundle of nerves. Confidence isn’t about having all the answers or “crushing it.�� It’s about being prepared, present, and clear on what you bring to the table.

Keep reading for practical, real-world ways to show confidence in an interview, even if you’re feeling anything but ready. We’ll break down how to prepare, how to present yourself, how to recover when your brain forgets what your mouth is doing, and how to leave a lasting (good) impression.

Understand what confidence actually looks like

To be clear, confidence in an interview does not mean walking in like you own the place. It also ��DZ����’t mean talking nonstop, or pretending you’re the smartest person in the room. Real confidence is quieter than that. It looks like showing up prepared, speaking clearly, making eye contact, and taking a breath before answering a tough question.

Believe it or not, interviewers �������’t expecting a perfectly polished super-human when they interview you. They’re looking for someone who understands the role, has done their homework, and can talk about their experience in a way that makes sense.

Confidence shows up in a number of simple ways, like:

• Being comfortable saying “I don’t know�� when you’re unsure, and following up with, “Here’s how I’d find out.��
• Sharing your wins without sounding like you’re reading your LinkedIn out loud.
• Listening as much as you speak.
  

You don’t need to fake a big personality if �ٳ󲹳�’s not your style. You just need to be steady, thoughtful, and ready to tell your story. The goal isn’t to be perfect, it’s to be someone the interviewer can picture on their team.

10 practical tips to help you feel (and sound) more confident in an interview

Now that we’ve covered what confidence looks like in an interview, let’s focus on how to build it. Below are 10 practical tips to help you show up prepared and self-assured, even if you’re feeling a bit nervous beneath the surface. You don’t need to apply every suggestion, but using a few of these strategies can make a noticeable difference.

Tip 1: Practice your key stories out loud
You don’t need to memorize a script, but you do need to get comfortable talking about your work. Practice three to five examples that show off your skills (things like leading a project, solving a tough problem, or learning something fast). Use the STAR method (Situation, Task, Action, Result) to keep your answers clear.

Read this next: How to use the STAR method to ace your next interview

Tip 2: Learn the job description (it’s your cheat sheet!)
We recommend going old fashioned and printing it out. Highlight the areas where your expertise aligns and make notes next to each bullet point with a story, example, or skill that matches. This will help you speak directly to what the interviewer is looking for �� using their own words �� which will help you feel more prepared and sound more confident.

Tip 3: Create a one-minute “about me�� pitch
You will inevitably be asked some version of the dreaded: “Tell me about yourself�� question. Have a clear, simple answer ready that sums up who you are, what you do, and why you’re excited about this role. You don’t need to list your entire résumé, but rather give them a quick highlight reel. You can include some personal facts, but keep it professionally focused.

Read this next: How to sell yourself in an interview

Tip 4: Set the stage before the interview starts
If it’s virtual, check your lighting, camera angle, and background ahead of time. If it’s in-person, pick your outfit the night before and plan your route. Running late or scrambling with tech is a fast track to feeling flustered.

Tip 5: Use your nerves instead of fighting them
Being nervous is natural. It simply means that you care. Channel that energy into deep breaths and strong posture. Sit up straight, plant your feet, and let your body help send the “I got this�� signal to your brain.

Tip 6: Slow. Down.
When we’re nervous, we tend to rush. Speak at a slower pace than you think is necessary, and don’t be afraid to pause before you answer a question. It shows you’re thoughtful and makes you sound more confident.

Tip 7: Show your impact, not just your tasks
Anyone can list responsibilities. What interviewers really want is to know the results of your work. Did you save time? Improve a process? Boost sales? Share outcomes with numbers whenever you can.

Tip 8: Ask a smart question (or two)
The interview process is as much about you as it is about the company. Come to your interview prepared with one to three thoughtful questions about the team, the role, or how success is measured. It shows you’re not just job-hunting, you’re looking for a good match.

Read this next: The best 10 questions to ask an interviewer

Tip 9: Prep a few phrases for when you blank out
It’s normal to get caught up and forget some of the key points you prepared for the interview. Have a few go-to lines like, “That’s a great question, let me think about that for a second,�� or “Let me give you an example from a recent project.�� These phrases buy you time and keep you in control without relying on ‘um��.

Tip 10: End strong and follow up
At the end of the interview, thank the interviewer(s) for their time. Then, send a short, specific thank-you note that mentions something from your conversation. It’s a small gesture that leaves a lasting impression.

A word of encouragement

Interviews are rarely comfortable. Even the most seasoned professionals get shaky hands or blank out from time to time. But confidence isn’t about eliminating nerves, it’s about learning how to work with them.

By preparing well, practicing your stories, and showing up with clarity about what you bring to the table, you give yourself the best chance to be heard and remembered �� not because you performed perfectly, but because you were present, prepared, and real.

So the next time you land an interview, remember: �ٳ󲹳�’s already a sign you’re doing something right. Trust your experience, lead with honesty, and when in doubt, take a breath and keep going.

You’ve got this!

Want more guidance? Watch How to Exude Confidence During an Interview to learn how to bring your authentic self to an interview, communicate your brilliance without sounding conceited, and understand how preparation and self-care shape your success.

You don’t usually expect to find an opera singer, a PhD, and an English major-turned-social-media exec swapping career stories in the same Zoom room. But �ٳ󲹳�’s exactly what happened when Jodie Fiorenza, Menaka Sankaralingam, and Zandy Ring sat down to talk about how they got to where they are today during our Empower Her summit.

Their journeys �������’t typical. Jodie went from promoting artists at a record label to leading agency partnerships at Automattic’s enterprise arm, VIP. Menaka started in government research in India, earned a doctorate in natural language processing, and now wrangles code and data for WooCommerce. Zandy’s background in visual art and English didn’t scream “COO of Tumblr,�� but here she is, running day-to-day operations at one of the internet’s original social media platforms.

What they have in common isn’t their resumes. It’s that none of them followed a map. They followed their curiosity, their instincts, and sometimes, the weird and winding roads life put in front of them.

Below, we’ll look at the surprising twists that shaped their paths, the challenges they faced along the way, and the advice they’d give to anyone navigating a career �� especially when the path isn’t clear.

Pivotal career turns

For Zandy, Jodie, and Menaka, some of their most defining moments came from unexpected turns.

Take Zandy. Today, she’s the COO of Tumblr, but she didn’t get there through an MBA program or a traditional leadership track. She studied visual art. Then English. Her mom suggested a business class. She said no thanks. After a stint in marketing at an oil and gas company (yes, really), she joined Automattic as a Happiness Engineer, answering support tickets and learning the ropes.

From there, Zandy moved into team leadership, spearheaded performance and development programs, and eventually stepped into the unknown: a leadership role at Tumblr that was way outside her comfort zone.

“I had to Google what a COO even does,�� Zandy admitted with a laugh. (Spoiler: She figured it out.)

Jodie’s career path is less of a ladder and more of a mixtape. She studied music and communications, worked at a record label, and got into tech when an artist friend needed a website to replace their fading MySpace page. That led her to WordPress, which led her to building sites, which led her to agency work, where she rose through the ranks in sales and strategy. When she joined Automattic, it was a full-circle moment.

“I literally went from opera to hip hop to tech,�� Jodie said. “It was a very jagged road, but the best possible path I could have taken.��

Even though Menaka’s path included an actual PhD in natural language processing, it still managed to surprise her. After years in research and enterprise work, she found herself freelancing in the WordPress ecosystem. That freelance gig turned into a job at Prosperous, which was then acquired by Automattic.

Suddenly, she’d gone from a 20-person company to a global tech firm, surrounded by people from different countries and backgrounds. “It opened up a lot of opportunities in terms of the learning, the exposure, and the rotations,�� Menaka said. She calls the acquisition the “most surprising turn�� of her career �� and the one that helped shape it most.

The throughline? They didn’t have a master plan. They tried things. And they didn’t panic when the road changed.

Lessons from the journey

None of these women got where they are by coasting, and they all picked up some hard-earned lessons along the way.

Early in Menaka’s career, she noticed her ideas weren’t always taken seriously. Not because they lacked merit, but because they came from her. A woman. Instead of letting it derail her, she stopped chasing external validation and started looking inward.

Now, when Menaka gets feedback, she gives it space. She lets time take the sting out and then decides whether it’s useful or just noise. “There are always going to be different kinds of people,�� she said. “I choose to focus on the ones who respect the work.��

Jodie learned to stop treating her career like a checklist. In her twenties, she chased the milestones: job, partner, stability. But real life, of course, didn’t stick to the list. “Give yourself grace,�� she said. “You’re going to make wrong choices. That’s fine. Just don’t get stuck.�� For her, it’s about forward momentum, even if the direction changes. (Especially if it does.)

Zandy’s lesson? Keep learning, even when you're already juggling a busy calendar. As COO, she’s constantly adapting. She reads, listens to podcasts, subscribes to newsletters, and leans on her network.

“The more I connect with other women in leadership, the better my LinkedIn feed gets,�� she joked. It’s a casual way of staying current, but also a smart one.

Unconventional advice worth stealing

Before the conversation wrapped, each woman shared one piece of advice they’ve picked up along the way:

• Menaka encourages you to “choose your own adventure.�� Forget the standard route. The best opportunities often show up when you veer off the expected path.
• Zandy says, “Ask yourself: How am I being complicit in the conditions I say I don’t want?�� It’s a tough question, but a powerful one. If something isn’t working, are you unintentionally helping it stay that way? Zandy’s advice is to check in with yourself and then act accordingly. Change often starts with one brave voice speaking up.
• And finally, Jodie finishes with, “I don’t believe in work-life balance.�� Not because she’s anti-boundaries, but because she sees life as a whole. “Some weeks, work will win. Other weeks, family or mental health will,�� she said. “It’s all life.�� Instead of aiming for balance, Jodie aims for integration and gives herself the freedom to shift gears as needed.

These stories don’t come with a step-by-step guide or a tidy moral. But maybe �ٳ󲹳�’s the point. Careers are built in the pivots, the pauses, and the choices that don’t always make sense at the time.

Whether you’re mid-pivot, plotting your next move, or just trying to figure out what your version of success looks like, let this be your reminder that you don’t need a perfect plan. You just need the guts to take the next step (and maybe a few good stories to remind you that you’re not alone in the chaos).

To learn more about Zandy, Menaka, and Jodie’s career journeys, listen to the full conversation, “Career Journeys �� 3 Unique Perspectives,�� here.

Interested in building your career with Automattic? They’re hiring! Explore Automattic’s career opportunities here

When Aisha Myrick talks about her career journey, ‘unexpected�� is the first word that comes to mind. From flightline electrician in the Air Force to Strategic Talent Pathways Leader at Cummins, Aisha has transformed her career using her military-driven mindset to embrace the unexpected. Now, she spends her time helping people do the same, redesigning how professionals with unconventional backgrounds �� like veterans, returners, and career pivoters �� find their way into fulfilling careers at Cummins.

Aisha’s story is one of service, reinvention, and helping others find their way back to the workforce with confidence. We sat down with her to learn more about her career journey. Keep reading to dive in, and to hear her top tips on navigating an unconventional career path.

AG���˰ټ���ing her flight path

Six years into her career, Aisha made a major career pivot from airfield systems tech to human resources. An unexpected transition, but her time on the field turned out to be excellent preparation for her career shift. “I think my experiences working outside on the flightline prepared me to have an appreciation for all the career fields and different organizations that I supported,�� she says. “Having a strong will to understand other jobs and the unique separate missions, and finding where I can work within those missions while accomplishing my mission was critical.��

During her Air Force career, she led teams and worked with various stakeholders to accomplish diverse missions. Those cross-functional chops now underpin her work at Cummins.

According to Aisha, her new role as a Strategic Talent Pathways Leader at Cummins was “another opportunity to lead teams and collaborate with [stakeholders] for the mission of attracting top talent in a re-imagined way that benefits the success of the business as a whole.�� Her own pivot into HR helps her relate to others taking unexpected career turns, and informs her approach to designing programs that honor diverse journeys.

“While the work I do keeps me very busy and can be challenging at times, I’m recharged by the stories and talking to people to understand what they do and why they do it here,�� she says.

Driving RePower: A six-month returnship that pays forward

At the heart of Aisha’s work is the RePower Program, a six-month paid returnship program for professionals returning to the workforce after a break of two or more years. Participants are matched with roles that fit their experience and aspirations, while also receiving coaching, training, and networking support.

“Every returner’s story is different,�� Aisha says. “Some stepped away to raise a family. Others cared for loved ones, pursued different careers, or even retired and decided they wanted back in. Our job is to help them see that they still belong �� and to remind them of the skills they already have.��

Now in its 8th cohort, RePower has expanded beyond engineering and IT to include more functions across Cummins. And the impact is clear: “We’ve had folks return after 17 years and go on to become managers. The confidence boost, the community �� it’s powerful.�� RePower is just one example of how Cummins is rethinking career entry points for people whose résumés don’t follow a straight line.

Supporting veterans and beyond

Aisha also manages Cummins�� participation in the Department of Defense SkillBridge Program and Hiring Our Heroes, initiatives that connect transitioning service members with civilian work opportunities. “It’s full circle for me,�� Aisha says. “Hiring Our Heroes was how I got my foot in the door at Cummins, and now I get to support others making that leap.��

Initiatives like SkillBridge and RePower, Cummins open doors for people who might otherwise be overlooked by traditional hiring models.

Why returnships lift both people �� and Cummins

Aisha finds her role especially meaningful. As a returner to the workforce, she deeply empathizes with the people she helps. She sees programs like RePower not just as professional refreshers, but as part of a broader strategy to redefine what a qualified candidate looks like. It’s a win-win for everyone. “For the returner, it’s the opportunity to refresh the skills they already have, build their confidence, and it removes that feeling that they need to explain the gap they have,�� she says.

As for the company, it is given access to a talent pool that could have been a missed opportunity. “Life’s experiences can be the best teacher at times, and depending on the reason the individual had the break for, that may have been the missing piece to the dynamics of a team that was needed to increase productivity.��

Thanks to this, there is no dearth of inspiring moments at Cummins.

“Even on the busiest days, I’m recharged by hearing people’s stories �� learning what they do and why they choose to do it here,�� she says.

Coming home to Cummins

Aisha left Cummins a year ago for a job closer to her past experience in uniform. However, she soon discovered that she ultimately felt more at home at Cummins. Her return was driven by a desire to expand the inclusive talent initiatives she helped shape �� and to make sure more people like her can find their way to a meaningful role at Cummins.

This is just a testament of how Cummins is a place where people can truly grow their careers in the long term. “Outside of the military, I haven’t heard so many individuals say they have been with one company for 15 or 20 years, the way I hear it at Cummins. That alone says a lot about the culture of working here.��

Returning to work after a long break? Here are 4 tips.

If you’re considering returning to work after a break, Aisha has a few words of wisdom:

1. Brush up on your skills before your job search: ��Practice interviewing and practice your elevator pitch. This will build your confidence as you start landing interviews. There are so many resources out there that can help you with thi��.��
2. Own your story: “Don’t downplay your break,�� Aisha says. You may have strengthened some important skills while you were away, such as time management and juggling schedules. “That speaks volumes, along with the reasons you may have needed to just take a knee to come back in a different state mentally.��
3. Be kind to yourself: Know that imposter syndrome is a real and very normal thing �� especially if you’ve spent a while out of your career field. “Whenever I go into the unknown or something new that I’m not fully comfortable with, I remind myself to be calm and to get myself to a steady state. I think when you lose those two things you lose the ability to make sound decision��.��
4. Don’t be afraid to ask questions: “No one expects you to know everything right away. Ask for clarity and lean on your team. Hopefully you are walking into an environment that will be inclusive and encouraging as you relearn the skills you already have in you and build on them.��

It’s never too late to start again. No matter why you took your break, there’s always something you can bring to the table.

If you’re looking to return to the workforce, explore open roles at Cummins today.

“I didn’t find Sonos. Sonos found me,�� says David Muckle, Senior DevOps Engineer at the pioneering audio tech company. That unexpected beginning launched a career that defies the fast-paced, job-hopping norm of today’s tech world.

Straight out of college, David joined Sonos as a junior engineer. Seven years later, he’s one of the most senior members of his team �� known not just for his technical skills, but for his thoughtful approach to problem-solving, cross-functional collaboration, and advocacy as a neurodivergent employee.

David’s journey is a compelling reminder that career growth ��DZ����’t always mean changing companies. Sometimes, it means growing roots, asking the right questions, and building both software and self-knowledge over time.

Keep reading to discover how David built a meaningful career from the ground up �� and the advice he has for anyone hoping to do the same.

Entering Sonos

David was already excited about the opportunity before he even walked through the doors at Sonos. The problems the team was solving, the culture he sensed from conversations with other employees, and the role itself all pointed to a promising fit. But it was a small, serendipitous moment that made it feel meant to be.

“The night before the interview, I was reading David Byrne’s How Music Works,�� David recalls. “When I arrived on-site for my interview, I noticed a copy of the book displayed prominently on a shelf. After that, I felt assured that Sonos was the right fit for me.��

Sometimes, alignment shows up in unexpected ways. For David, a shared appreciation for music and curiosity about how things work all hinted that Sonos might not just be a place to work, but a place to grow.

Early challenges

Before joining Sonos, David was already a capable and curious technologist. He had built up a solid foundation of technical skills through self-directed learning and open-source contributions �� including creating a niche operating system and managing university servers alongside a professor. These projects offered creative freedom and small, tight-knit teams.

“I’d be on a team of five or so on an open-source project, or with another person and a professor managing the computer science department’s servers and computer lab,�� he says. “Sonos isn’t the biggest company in the world, but it’s certainly bigger than anything I'd worked with or for.��

At Sonos, David quickly realized that technical know-how was only part of the equation. The bigger challenge was adapting to the scale and structure of a growing company.

“Learning who does what on which teams and who our internal customers were was a big challenge then,�� he explains. “A lot of the learning curves were less around tech and more around process and working in an office space.��

David didn’t expect to have it all figured out from day one; and that mindset helped him grow. He embraced every opportunity to ask questions, understand the “why�� behind decisions, and piece together how the company operated. “It just comes from experience and being curious about how things are done and why.��

Mastering people management

In DevOps, internal teams are your customers, so collaboration is just as important as code.

“Technical solutions need buy-in from other people if anything successful is going to happen with them,�� David says. “I know why something is a good idea, but it can be hard to communicate that to other��.��

That changed during a pivotal project: introducing Kubernetes at Sonos. His team built a cluster and migrated an internal service to it, creating a tangible example that helped other teams see the value.

“From there, we could demonstrate how this could be beneficial and cost-reducing,�� he explains. The experience was a turning point in learning to influence, explain, and lead �� especially in ways that �������’t easily measurable. “You can measure the latency of a network connection, but people and teams are harder to measure.��

Now, David often finds himself coaching others, including a manager new to DevOps. “I talk with people more than I implement things,�� he says. “It’s an interesting change of pace from working on technical problem��.��

A culture of innovation

David credits Sonos�� culture of innovation for helping him overcome challenges. One standout example is Hack Week, where employees can drop their regular tasks to explore new ideas. “It’s an incredibly unique and awesome opportunity to do something outside of your wheelhouse and alleviate burnout,�� David says.

The cross-team collaboration during Hack Week inspired David to continue working across teams, a practice �ٳ󲹳�’s been key to his growth. “That sense of camaraderie was incredibly important, both when starting out and during challenging times like the pandemic.��

Unity in (neuro) diversity

The pandemic gave David time to reflect and better understand his neurodivergence. Recognizing the value of diverse perspectives, he became a founding member of the Neurodiversity@Sonos Employee Resource Group (ERG). “Unique perspectives often bring unique solutions to problems,�� David notes, emphasizing that while these solutions aren't necessarily better, they offer more options to solve challenges.

This initiative resonated deeply with his colleagues, many of whom joined the ERG. “Being at a company that values the input of unique people is very meaningful,�� David says. For him, it’s been a journey of self-awareness �� acknowledging his differences and using them to create solutions, both personally and professionally.

How to build a career that grows with you

David’s advice for cultivating a career that evolves with you is simple but effective:

1. Strengthen your soft skills: Building relationships, navigating team dynamics, and learning how to communicate effectively can be the difference between success and stagnation. “These �������’t things you can learn from a book; they come from real-world experience,�� David says.
2. Practice self-directed learning: The tools to expand your technical expertise are out there, often for free. “Self-learning is key. Open source, for example, offers opportunities to develop your skills in a smaller, more intimate setting.��
3. Ask questions: Don't be afraid to ask. “The only way to learn is by breaking assumptions through questions,�� David emphasizes. Asking questions can help clarify misunderstandings and accelerate your growth.��
4. Acknowledge the ‘separation of concerns��: When you have a hammer, every problem can look like a nail. Treat individual problems as individual problems and break them down. Not every challenge requires the same solution. “You don’t need to solve everything at once. Tackle problems as they come, and approach them individually,�� David advises. Understanding that one solution doesn't fit all will make your work more manageable and rewarding.

By focusing on these practices, you can build a career path that continually allows you to expand, adapt, and grow.

If you're inspired by David's journey and want to build a career that grows with you, check out the open roles at Sonos.

Practical ways to foster psychological safety at work amid political and economic turbulence

Just a few years ago, it seemed like every company was investing in DEI. Belonging was a strategic priority, not just a talking point. But recently, we’ve seen a sharp shift. In the wake of political pushback and executive orders aimed at rolling back DEI efforts, many companies have quietly scaled down or even eliminated these initiatives altogether.

At PowerToFly, we’ve spent more than a decade working with organizations across industries, helping them build more inclusive and equitable workplaces. We’ve seen the ebbs and flows of how external pressures and changing leadership priorities can reshape internal culture. But one thing �󲹲���’t changed: people still want to feel like they belong.

When that sense of belonging disappears, the impact is immediate. Teams go quiet. Ideas stall. Trust erodes. People from underrepresented backgrounds, particularly women, people of color, and disabled professionals, are often the first to feel that fallout. Those that remain begin to question whether it’s safe to show up fully or speak up at all.

Belonging in the workplace isn’t a luxury, it’s a foundation. When employees feel safe to contribute, ask questions, and share any concerns without fear of retaliation, they perform better, stay longer, and innovate more.

Regardless of political trends or economic uncertainty, creating a culture of belonging remains essential. It’s the foundation of building resilient, high-performing teams.

Watch this next: Fostering authenticity through psychological safety

What Is psychological safety in the workplace?

Psychological safety is the shared belief that it’s safe to take interpersonal risks at work �� to ask questions, give feedback, admit mistakes, or challenge ideas �� without the fear of being punished or sidelined. It’s not about avoiding disagreement or conflict, but rather about creating an environment where people feel respected and heard, even when conversations get tough.

When psychological safety is present, a team or workplace can foster a sense of belonging. Without it? Belonging quickly breaks down. People stay quiet, second-guess themselves, and disconnect from their work and from each other. That silence can stall innovation, slow down collaboration, and lead to higher turnover.

The good news is that psychological safety is easy to start implementing, and it ��DZ����’t require a big budget or a formal program. It starts with leaders setting the tone �� listening actively, staying open to feedback, and showing employees it’s okay to make mistakes. When people see that safety modeled, they start showing up more. And �ٳ󲹳�’s where belonging begins.

The link between belonging and business performance

Belonging isn’t just about how people feel, it’s also about how well they work. When employees feel like they belong, they’re more likely to contribute, collaborate, and stick around (which affects the company bottom line, too!). They take ownership of their work. They bring forward new ideas. They’re more engaged and more resilient, even when things get stressful.

PowerToFly has seen this play out time and again across our work with clients. We regularly host events and roundtables with impact leaders to get a real-time pulse check on how belonging affects business performance. The correlation is clear: when people feel safe and supported, teams perform better.

A lack of belonging often shows up in subtle but costly ways: low employee engagement, high turnover, missed opportunities. People start to check out long before they hand in their notice. And the impact ��DZ����’t hit individuals �� it ripples through entire teams, slowing progress and weakening overall company culture.

So what’s the bottom line? A team that feels safe and connected will always outperform the one �ٳ󲹳�’s walking on eggshells. Belonging is a competitive advantage, especially when resources are tight and stakes are high.

Read this next: 15 employee engagement ideas

7 ways to build belonging at work

You don’t need a massive overhaul to start building a culture belonging at work or on your team. Small, consistent actions that signal safety, trust, and respect is what will move the needle forward. Here are a few ways to begin:

1. Model vulnerability from the top. Transparency is appreciated. When leaders admit mistakes, ask questions, and show they don’t have all the answers, it gives everyone else permission to do the same.

2. Set clear communication norms. Clearly establish how your team shares feedback, asks for help, and disagrees. Clarity reduces anxiety and open communication creates consistency across teams.

3. Audit for equity in your systems. Take a hard look at hiring, promotion, and performance processes. Unspoken rules and favoritism erode trust fast.

4. Create intentional space for connection. Support the foundation of and participation in employee resource groups, peer mentorship, and/or make sure you’re doing regular team check-ins. These small moments can foster that sense of belonging.

5. Make meetings more inclusive. Share agendas ahead of time, rotate who speaks first, and offer ways to contribute asynchronously. Inclusion isn’t spontaneous. It’s designed.

6. Respond to harm. If bias or exclusion shows up, address it quickly and transparently. People notice how you handle hard moments more than easy ones.

7. Measure and listen regularly. Use pulse-check surveys and one-on-one meetings to understand how your team is doing. And once you have the feedback, act on it.

The moral of the story

If you’re leading a team right now, you’re navigating more pressure than ever. Market shifts, policy changes, talent retention…It's a lot. But here’s what we know from over a decade of working with forward-thinking companies: belonging isn’t just a “nice-to-have�� when times are good. It’s a must-have, especially when things get hard.

The best leaders don’t wait for ideal conditions to invest in their people. They create the conditions. That means making space for honest dialogue, designing fair systems, and committing to cultures where psychological safety isn’t optional �� it’s expected.

At PowerToFly, we stay on top of what’s changing in the workplace and what’s working. Our monthly newsletter shares real insights from industry leaders, practical advice, and the latest thinking on topics like belonging, leadership, and the future of work.

If you're serious about building better teams and better outcomes, start by staying informed.

[Sign up for our newsletter here] to get fresh insights delivered straight to your inbox.

“The old story is begging to be retired, and a new story wants to be born that will enable professionals to exponentially increase the kind of positive impact they can have in the workplace.��

It’s a story most of us know by heart: work hard, keep your head down, climb the career ladder. But somewhere along the way, that story stopped working. Burnout rates are up, professional fulfillment is down, and many of us are left wondering, “is this really it?��

We recently sat down with Rha Goddess, author of Intentional Ambition: Redefining Your Work for Greater Joy, Freedom, and Fulfillment, to talk about what it looks like to step out of this narrative and into something more meaningful. Rha’s take? Redefining success starts with reclaiming your power and rewriting your story on your terms.

In this post, we’re pulling together the biggest lightbulb moments from that conversation, plus some simple, powerful ways you can start realigning your work and life without burning out.

Want the full conversation that sparked this post? Watch the talk here. It’s honest, warm, and just might give you permission to rethink your relationship with work.

The renegotiation we’re all in

After the Great Resignation �� a time when millions of professionals left their jobs in search of better opportunities �� the power dynamic has shifted again. Many employers are now tightening their grip. With return-to-office mandates and harsher workplace expectations, professionals are being forced to take a harder look at how their jobs fit into their lives.

Rha Goddess calls this moment “the renegotiation.��

We’re not just updating our résumés �� we’re reevaluating everything. The old rules that told us to hustle harder and not complain, simply �������’t cutting it anymore. According to Rha, many of us are standing at a crossroads. We’re asking bigger questions about why we work, how we work, and what we’re willing to sacrifice for a paycheck. To help people answer these questions, Rha offers a three-part framework:

1. Reclaim: Start by taking a hard look at your definition of success. Where did it come from? Who shaped it? Keep the parts that still serve you, and let go of the rest. This is about clearing the slate so you can define success on your own terms.
   
2. Realign: Once you’ve reclaimed your definition of success, the next step is to match it up with your values. What matters most to you? What kind of impact do you want to have? Realignment is about taking responsibility for what you want and committing to living it out �� even if that means making some tough changes.
   
3. Reimagine: Here’s where you get to dream big. Picture the version of work and life you’d choose �� not the one you feel stuck with. What drives you? What brings you joy? This stage is about envisioning a future that feels true to who you are,are and then starting to build toward it.
   

Each step builds on the last, and none of them can be skipped. This isn’t a checklist. It’s a process that requires honesty, a good dose of courage, and some quiet time.

Three small things you can start today

If you’re feeling overwhelmed by the idea of redefining success or overhauling your life, you’re not alone. The good news is you don’t have to do it all at once. Rha shared a few bitesize, doable shifts that can help you start realigning your work and life.

1. Take five minutes: You don’t need a whole meditation weekend in the woods. Just five quiet minutes in the morning, five mid-day, and five before bed. No phone, no to-do list, no productivity hacks. Maybe you sit with your coffee before the day kicks off. Maybe you take a quick walk or just look out the window. The point is to pause and ask yourself: How am I doing? That’s it. That’s the practice.

2. Eat a real lunch: This one hits harder than it should. When’s the last time you ate lunch without also typing, scrolling, or hopping on a Zoom call? Try stepping away from your screen—even just for 20 minutes—and actually enjoying your meal. Taste your food. Chew slowly. Let your brain rest. Your inbox will be there when you get back.

3. Set a stop time: Work will expand to fill every inch of your day if you let it. Rha suggests drawing a line. Choose a time �� say, 6:00 p.m. �� and commit to shutting things down. No emails. No “real quick�� tasks. No sneaking back into Slack at 9 p.m. And give yourself at least an hour before bed to wind down. It might feel strange or uncomfortable at first, but over time, your mind (and your sleep) will thank you.

These �������’t grand gestures. But done consistently, they create space �� space to think, to breathe, to reconnect with what matters. And �ٳ󲹳�’s where real change begins.

This isn’t about perfection

This isn’t about chasing some flawless version of life where every meeting is meaningful, every workday ends at 5, and your inbox stays at zero. That’s not the goal. What is the goal? Having the courage to imagine something better and then taking small, steady steps toward it.

Rha said it best: “Generosity and courage are what’s going to be required to move us into a new paradigm where more people can thrive.��

The next chapter of work isn’t going to be written by grinding harder or pretending we’ve got it all figured out. It’ll come from care. From honesty. From being willing to say, ��This isn’t working for me�� �� and trusting �ٳ󲹳�’s not a failure, it’s a starting point.

In this version of success, asking for help is a strength. Rest is respected. Community is key. And showing up as your whole self isn’t something to apologize for �� it’s the goal.

Ready to rethink work on your terms?

If any part of this resonated, take it as a sign—you’re not the only one rethinking the way you work. And you don’t have to do it alone.

Intentional Ambition isn’t just a book. It’s a guide, a gut check, and maybe even the nudge you didn’t know you needed. Rha’s words offer more than insight—they offer a way forward, grounded in values that matter: joy, freedom, and fulfillment.

And the conversation ��DZ����’t end on the last page. Through workshops, tools, and community spaces, Rha’s creating room for folks to reflect, reset, and reconnect with what matters most.

Ready to rewrite your story?

According to our What Talent Wants survey, upskilling tops the list of what professionals are looking for from their current or potential employers. This is what motivated us to host Upskilling: AG���˰ټ���ing the Tools for Your Professional Future, a full day of virtual workshops and fireside chats featuring some leading thought leaders. Conversations included what skills you need after returning to the workforce after a break, understanding the new skills-based economy and overcoming imposter syndrome.

Ready for more professional development opportunities? Check out PowerToFly's frequent events including our regular virtual Chat & Learns with companies that are hiring now.

Relive the event

Missed the event or want to relive the fireside chats & workshops? You can now watch the entire summit for free on demand.

Scroll down to the schedule and click on the talk you'd like to watch.

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Author's corner 

Thriving in Intersectionality: Immigrants, Belonging, and Corporate America by Lola Adeyemo

Lola M. Adeyemo’s Thriving in Intersectionality explores immigrant status and its intersection with other under-represented identities within the corporate work culture in America. Adeyemo uses the experiences and lessons from her life and the lives of over thirty immigrant women who are thriving in their environments as a basis for insightful anyalsis. She offers an insider’s perspective �� the whys and wherefores to those wishing to give support to others.

AG���˰ټ��� more great books by inspiring authors on .

Belonging at work isn’t about fitting in. It’s about feeling safe to be yourself and knowing that who you are matters.

That feeling ��DZ����’t happen on its own. It takes daily effort, clear values, and teams that care about more than just output.

At PowerToFly, we’ve seen what a difference it makes when companies get this right. So we rounded up 10+ real examples from workplaces that treat belonging as part of the job. From how they run meetings to how they support employees behind the scenes, these companies show that belonging isn’t a perk �� it’s an integral part of the culture.

Cummins

At Cummins, finding your best fit is as easy as it gets. Check out why our employees Belong at Cummins.

- YouTube

Learn more about Cummins.

Zillow

At Zillow, we know the best performance happens when people are encouraged to bring their unique experiences, ideas, and voice to work. The more we include and empower each other, the better we innovate, design, and deliver experiences that help more and more people get home.

• Our People: We embed engagement, belonging and diversity across the employee life cycle to enable all employees to achieve their full potential and succeed at Zillow.
• Our Culture: We work with teams and leaders across Zillow to help all employees feel a strong sense of success, community, and well-being in Cloud HQ.
• Our Products & Partners: We partner across the business to identify ways to make our products and services more inclusive, accessible, and effective for more and more customers.

- YouTube

Learn more about Zillow.

Celonis

Celonis fosters belonging through its vibrant Business Resource Groups (BRGs), which are employee-led and leadership-supported. These global communities, like Asians@Celonis and Veterans@Celonis, celebrate diverse identities and experiences. Whether it’s dancing at Diwali, honoring Black History Month, unpacking unconscious bias, or cheering for gender equality, each BRG drives education, empathy, and connection. Through workshops, mentorship, and events, Celonauts build connections and personal growth..Together, we live The Celonis Way, cultivating inclusion through meaningful moments and shared growth. Because at Celonis, belonging isn't a buzzword �� it’s our way of being.

- YouTube

Learn more about Celonis.

Sonos

Learn more about Sonos.

AbbVie

The Costa Rica Women Leaders in Action chapter is proud of providing an environment where women are both empowered and inspired to drive their career journey and achieve their full potential. In 2024, the Maleku program was launched, supported by the Site Senior Leadership Team; this initiative focuses on creating clear development plans tailored to individual career goals. By providing participants with the necessary tools and opportunities, they are empowered to confidently progress towards leadership positions. This program is the first of its kind in AbbVie Costa Rica and introduces innovative elements such as customized development plans, structured mentorship, and targeted career progression opportunities, all aimed at nurturing the leadership potential of women.

Learn more about AbbVie.

Udemy

At Udemy, we cultivate belonging through our key initiatives. Our MentorU program serves as a 16-week "relationship accelerator" that connects employees across our organization, fostering skill development and career growth. Our BEDI (Belonging, Equity, Diversity & Inclusion) Communities bring together employees with shared identities, particularly from historically marginalized groups, to collectively work toward dismantling systemic barriers. Additionally, our UConnect Circles provide intersectional women's groups for peer-to-peer mentorship and support. These structured programs demonstrate our commitment to creating meaningful connections while ensuring all our employees feel valued and supported regardless of their background or identity.

Learn more about Udemy.

HealthEdge

HealthEdge fosters a vibrant culture of belonging through several exciting initiatives:

• iBelong: Promotes diversity, equity, inclusion, and belonging with engaging monthly discussions and events on specific topics.
• Lean In Circles: Women gather in small circles for six months to discuss chosen topics, fostering connection and support.
• HealthEdge Cares: Allows employees to give back to their communities through volunteering and charitable activities.
• Professional Development: Supports continuous learning and career growth via LinkedIn Learning, Emerging Leaders, Women's Emerging Leaders, and Developing Leaders programs.

These initiatives create a dynamic environment where employees feel valued, connected, and empowered to grow both personally and professionally.

Learn more about HealthEdge.

Zapier

At Zapier, belonging and psychological safety are core to how we work �� and grow �� as a remote-first team.

Our four employee resource groups (ERGs) offer safe, supportive spaces where teammates can connect across the globe, grow skills relevant to their roles, and explore new ways to use our products. From Zapien-led product demos to interactive goal-setting workshops, ERGs offer space to learn, experiment, and build meaningful relationships.

They’re also deeply aligned with our business and talent strategies �� helping us invest in our people, foster inclusion, and create an environment where everyone can thrive, no matter where they’re located.

Learn more about Zapier.

Stryker

Stryker’s commitment to inclusion is reflected in its Employee Resource Groups (ERGs), which foster community and professional development. All employees are welcome to join any ERG, regardless of background or identity, to learn connect and contribute. These voluntary, employee-led groups provide a space to network, exchange ideas and develop skills, creating a culture where everyone can feel valued.

ERGs act as resources for members, employees and Stryker, helping employees navigate challenges while strengthening workplace connections. By fostering understanding and inclusion, these groups contribute to an environment where all employees can have the opportunity to thrive.

Learn more about Stryker.

Moody's

At Moody's, we unite the brightest minds to turn today’s risks into tomorrow’s opportunities. We do this by striving to create an inclusive environment where everyone feels welcome to be who they are. �ѴǴǻ��’s also offers mentorship initiatives that connect both returning and early career employees with business leaders who can provide guidance and help navigate the broader organization. Our culture of inclusion and belonging is integral to our values �� which define how we create better outcomes, allowing individuals and organizations to thrive. Learn more about our values .

Learn more about Moody's.

Esri

At Esri, our colleagues are united through a shared commitment of building a sustainable world through the power of GIS. We operate as a "team of teams" where collaboration is a fundamental key to our success in innovation. Employee events like team picnics, fall barbecues, holiday breakfasts, and team outings foster relationship-building and trust. Esri's online community group also hosts 100+ Teams channels for teammates to connect over shared hobbies, interests, sports, identity groups, and so much more. Celebrating important milestones, having team potlucks, and team lunches are regular occurrences, as well. When you join Esri, you're joining a people-first organization that values your whole self at work.

Learn more about Esri.

Shure

The Mix Matters is more than just an audio reference at Shure. We believe the unique backgrounds of our people, not just our products, are what make us successful. We are committed to creating a work environment where belonging is not an aspiration; it’s the foundation of our culture. For 100 years, Shure has embraced a welcoming culture �� simply because �ٳ󲹳�’s who we are �� and we are proud to have grown these values into Associate Resource Groups, International Food Days, mentorship programs, and global awareness celebrations that promote pride and togetherness at every level. Our Associate Resource Groups are called VIBEs �� Values, Inclusion, Belonging, and Equity. From global panel discussions to community activities, our VIBEs provide a space for any Associate to feel heard and supported. It’s said that music is the universal language that brings people together, and we’re proud to play a part in amplifying such an important sentiment.

Learn more about Shure

Kinaxis

At Kinaxis, we’re committed to creating a workplace where everyone feels empowered to be their authentic selves. Our incredible Employee Resource Groups (Women in Kinaxis, Women in India, Divergent Minds, RainbowResponse, and Indigenous Allies) provide valuable communities, share feedback on Kinaxis programs and organize exciting company events. This past year, they’ve led global celebrations, roundtable interviews, movie screenings, and pride activities! For instance, our Women in India ERG recently organized vibrant Women’s Day activities with pop-up stalls featuring local goods, flashmob performances, self-defence classes, and emotional well-being sessions. Our employees are also always encouraged to join our Mentorship Program, DEI Committee and Culture Ambassador Groups which provide meaningful networking opportunities and champion inclusivity across the organization. We offer ongoing DEI training, cultural newsletters, blog posts, and volunteer opportunities like our recent Ramadan food drive. Creating an inclusive, supportive, and empowering culture isn’t just a goal for us —it’s who we are.

Learn more about Kinaxis

Employee turnover is inevitable, but missed learning opportunities from turnover don’t have to be standard.

When someone decides to leave your organization, it’s easy to focus on backfilling the role and moving on. However, taking time to ask the right exit interview questions can unlock valuable insights that help you retain your top performers, strengthen your workplace culture, and improve your processes across the board.

Think of an exit interview as a strategic tool that helps you understand the employee experience from beginning to end, including:

• What made someone join your company?
• What kept them engaged (or didn’t)?
• And ultimately, what pushed them to move on?

In this blog, we’ll share 18 of the best exit interview questions to ask, along with why each one matters and what kind of feedback it can uncover. But first, let’s talk about how to run a great exit interview in the first place.

How to conduct a great exit interview

The way you approach an exit interview can make the difference between getting surface-level responses and uncovering real, actionable feedback.

Try these steps:

1. Choose the right time and format

Aim to schedule the exit interview within the employee’s final week �� close enough to their departure to be relevant, but not so close that they’ve mentally checked out. Also, consider offering format flexibility: Some employees may prefer a video call, while others may feel more comfortable submitting written answers.

Whenever possible, avoid having the employee’s direct manager conduct the interview. An HR team member or neutral third party can help foster a more open (and judgment-free) space.

2. Keep it conversational, not confrontational

Let the employee know the goal of the conversation is to learn from their experience, not to critique or challenge their reasons for leaving, regardless of what that reason is. Set a tone �ٳ󲹳�’s curious, empathetic, and appreciative.

Reassure them that their feedback won’t impact references or future opportunities, and that their insights can help shape a better experience for their colleagues.

3. Listen more than you talk

You’re not there to debate the employee’s experience. Good exit interviews involve active listening, asking thoughtful follow-up questions, and spotting patterns over time.

Take notes, but focus on being present. You want to leave the employee feeling heard.

4. Use the feedback to drive change

The most valuable exit interview questions are only effective if you actually do something with the answers. Look for trends across departments, locations, or job levels. Are people consistently leaving for the same reasons? Are certain managers or teams mentioned often?

Use this data to adjust your recruitment messaging, manager training, career development opportunities, and more. When employees see that feedback leads to action (even after they’ve left), it helps boost your company’s reputation and retention long-term.

Read this next: 5 reasons why employee retention is important

18 exit interview questions you should be asking

Now let’s chat about what questions you can ask to get that valuable information. Most of these will apply regardless of why the employee is leaving, but you can tailor a bit accordingly.

1. What initially attracted you to this role?

�� Why it’s worth asking: This question helps you understand what’s working in your recruitment process, everything from the job description to your employer brand and the reputation of your specific team. It gives insight into what drew candidates in, so you can keep leaning into those strengths.

2. Did the role meet your expectations? Why or why not?

�� Why it’s worth asking: It uncovers gaps between what employees thought the job would be and what it actually turned out to be. If there’s a disconnect, it might signal a need to improve job description clarity, interview accuracy, and/or onboarding processes.

3. What aspects of the job did you enjoy most?

�� Why it’s worth asking: By pinpointing what employees liked about their role, you can reinforce those elements across other teams or future hires. This question also helps you identify what your company is doing right when it comes to engagement, benefits, and motivation.

4. What aspects of the job were most frustrating?

�� Why it’s worth asking: Frustrations are often what push people to start looking elsewhere. This question surfaces specific tasks, tools, culture issues, or processes that may need to be reevaluated before they drive more turnover.

5. How would you describe your relationship with your manager?

�� Why it’s worth asking: The manager-employee relationship plays a massive role in retention. This question gives you a window into leadership styles, communication gaps, and how supported (or micromanaged) employees may have felt.

6. Did you feel supported by your manager and the leadership team?

�� Why it’s worth asking: This question goes beyond the day-to-day and evaluates whether employees felt seen and backed by decision-makers. If people consistently say “no��, it may point to a larger trust or visibility issue across the organization.

7. Did you receive regular feedback and recognition?

�� Why it’s worth asking: Performance conversations (or lack of them) can seriously impact morale. This question helps you evaluate whether your feedback processes are working and where you might need a boost.

8. How would you describe the company culture?

�� Why it’s worth asking: Culture can be pretty difficult to define, but your employees experience it every day. Asking this allows you to hear how your values are actually lived (or not) and pick up on recurring patterns around inclusion, collaboration, and morale.

9. Did you feel a sense of belonging here?

�� Why it’s worth asking: A powerful question to measure psychological safety and inclusivity. If people don’t feel like they belong, it’s a sign to take a closer look at team dynamics, onboarding, workplace culture, employee resource groups, or leadership behavior.

10. Were there any incidents or behaviors that made you uncomfortable?

�� Why it’s worth asking: This question provides space for employees to flag harassment, bias, or unethical behavior �� things that might not have been reported formally but still have a serious impact. Patterns here can reveal deeper issues you need to address proactively.

11. Did you feel you had opportunities to grow your career here?

�� Why it’s worth asking: If growth is lacking, turnover tends to follow. This question highlights whether employees saw a clear path forward and if your learning & development and promotion processes are helping (or hurting) retention.

12. What support or resources would have helped you advance?

�� Why it’s worth asking: This takes the previous question a step further. It gives employees the chance to suggest what would’ve made a difference, from mentorship to skill development to clearer promotion criteria.

13. What ultimately led you to decide to leave?

�� Why it’s worth asking: The big one. This question gets to the heart of the departure and helps you distinguish between individual reasons (like relocation) and systemic ones (like burnout or compensation concerns).

14. Was there anything we could have done to keep you?

�� Why it’s worth asking: Sometimes, people leave because of things that could’ve been addressed earlier. This question helps you evaluate whether there were missed opportunities for intervention or retention strategies that need refining.

15. Did you feel comfortable bringing up concerns before deciding to leave?

�� Why it’s worth asking: If employees didn’t feel safe sharing feedback or challenges (or even HR issues) until their exit interview, �ٳ󲹳�’s a problem. This question evaluates how open your internal feedback culture really is and whether people trust it enough to use it.

16. Would you consider returning to the company in the future?

�� Why it’s worth asking: This question gives a strong signal of how people feel about your organization overall. Even if someone’s leaving, a “yes�� here means they still view the company in a positive light, which is important for alumni networks, referrals, and future hires.

17. Would you recommend this company to others? Why or why not?

�� Why it’s worth asking: This question helps you gauge employer brand perception. If former employees wouldn’t recommend you to others, it’s time to dig into why and work on changing that narrative.

18. Is there anything else you’d like to share?

�� Why it’s worth asking: Always leave room for unexpected insights. This open-ended question can surface things you didn’t think to ask and give employees a final opportunity to share what’s most important to them.

Watch this next: Unlocking potential: The role of career advancement & growth in employee retention

Questions NOT to ask in an exit interview

Just as important as knowing what to ask is knowing what not to ask. Exit interviews should be constructive, not confrontational �� and definitely not a space to shift blame or put someone on the spot.

Here are a few types of questions to avoid:

1. “Who was the weakest link on your team?��

�� Why it’s a bad idea: This kind of question invites gossip and can make the employee feel uncomfortable. If there were serious team issues, they’ll likely come up organically in response to broader, more respectful questions.

2. “Can you give us a list of everything that went wrong?��

�� Why it’s a bad idea: Exit interviews �������’t complaint sessions. Instead, think of them as opportunities for insight. Framing questions negatively can lead to venting rather than actionable feedback. Stick to asking about experiences and suggestions for improvement.

3. “Why didn’t you speak up sooner?��

�� Why it’s a bad idea: This puts the blame on the employee instead of reflecting on whether your feedback culture is working. If someone didn’t feel safe sharing earlier, �ٳ󲹳�’s on the organization to address, not the departing employee.

4. “Isn’t your new job a step down?��

�� Why it’s a bad idea: Even if you’re curious, comparing roles can come off as condescending or defensive. Stay focused on understanding their experience with your company..

5. “Can we convince you to stay?��

�� Why it’s a bad idea: An exit interview isn’t a retention conversation. By this point, the employee has made their decision. Shifting the focus to getting them to reconsider can make the conversation awkward and undermine your ability to gather honest feedback.

Read this next: The 4-day work week and other employee retention strategies you haven’t tried yet

Exit interviews are one of the most underrated tools in your talent strategy toolkit. When done well, they help you uncover what’s working, what’s not, and what needs to change to keep your people engaged and supported.

Ready to build a more engaged, inclusive, and high-performing workforce? Schedule a demo with PowerToFly to see how we help companies like yours reach, recruit, and retain top talent.

Bringing someone new onto your team is exciting and…a little nerve-wracking. You've made the hire, now comes the tricky part: setting them up to succeed without overwhelming them (or your calendar).

Enter: the 30-60-90 day plan.

This framework gives structure and clarity to the first three months of any new role. It helps managers guide new employees with clear expectations. It helps HR teams build consistency into onboarding. And it helps new hires feel like they’re not just guessing their way through week one (and beyond!).

The plan breaks the first 90 days into three phases:

• 30 days of learning
• 60 days of planning and small wins
• 90 days of meaningful contribution

It's not complicated. But when done well, it’s powerful. It helps people ramp up faster, reduces turnover, and keeps everyone aligned from day one.

In this guide, you’ll learn how to create a 30-60-90 day plan that actually works, whether you're managing one hire or building a company-wide onboarding playbook. You’ll also get a free template and a few lessons we’ve learned the hard way.

📝 Free download: Onboarding Checklist Template

To successfully support a new hire's first 30, 60, and 90 days, you need a strong onboarding foundation. That’s why we’re including our Onboarding Checklist Template: to help you create a consistent, inclusive, and well-organized onboarding experience that sets the stage for success. This resource includes a step-by-step checklist, inclusive welcome tips, and tools to streamline the process, along with guidance to tailor it to your organization’s needs.

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What is a 30-60-90 day plan?

A 30-60-90 day plan is a simple roadmap that outlines what a new hire should focus on during their first three months on the job. It breaks the early ramp-up period into three clear phases:

• Days 1 �� 30: Learn the ropes
• Days 31 �� 60: Start contributing
• Days 61 �� 90: Take ownership

This structure helps both new employees and managers. It creates shared expectations, helps track progress, and gives people a clear sense of direction. Instead of vague check-ins (“So�� how are things going?��), you have specific milestones to refer to.

You can also customize these plans for different roles. For an individual contributor, the goals might be skill-based or tied to learning tools and workflows. For a manager, the plan could focus more on team relationships, strategy, and early leadership wins.

It’s not meant to be a rigid checklist. Think of it more like a flexible framework �� a way to guide new employees without too much hand-holding.

Done well, a 30-60-90 day plan builds confidence, improves communication, and reduces the time it takes for someone to start adding value.

Read this next: 18 new hire onboarding survey questions to improve retention

Key components of an effective 30-60-90 day plan

Here’s what a well-built plan includes:

1. Clear goals

Each phase should have one or two primary goals. This ��DZ����’t mean “stay afloat�� targets, they’re meaningful outcomes tied to the role. A goal in the first 30 days might be “Meet with every team lead and document key workflow��.�� By day 90, it could be “Own and deliver one core project.��

2. Metrics that matter

What does success look like for that employee? Be specific. Maybe it’s launching a campaign, improving a process, or getting certified in a key tool. Whatever it is, tie it to performance �� ideally, something measurable or observable.

3. Milestones and checkpoints

Set times to pause and reflect. End-of-month check-ins work well. Use them to adjust goals, gather feedback, and spot red flags early. You don’t want someone to feel like they’re being graded, but rather, like they don’t have to fly blind.

4. Key relationships

List the people they need to meet and why. Whether it’s cross-functional collaborators or the go-to Slack gurus, help them start building a network early. One missed intro can slow down a whole quarter and make for some awkward late intros.

5. Balance between learning and doing

Resist the urge to push for instant results. The first 30 days are all about context: the company, the culture, the tools, the team. Let them absorb before they act, then gradually shift the focus toward project execution.

Read this next: Building a stellar onboarding checklist

How to create a 30-60-90 day plan (step-by-step)

Days 1 �� 30: Learn the landscape

This is typically the “drink from the firehose�� stage �� minus the chaos, if done well! The goal here is to help the new hire get settled.

What to focus on:

• Learn the company’s mission, structure, and tools
• Understand the team’s goals and how their role fits in
• Meet key stakeholders
• Shadow processes, observe workflows, and ask questions

Sample goals:

• Complete all onboarding modules
• Schedule 1:1s with team leads and cross-functional partners
• Review previous team projects and performance reports
• Build a working knowledge of key systems or platforms

Manager tip: Don’t overload the calendar with back-to-back meetings. Give space to absorb and reflect. And encourage questions. Lots of them.

Days 31 �� 60: Start contributing

Now that the lay of the land is clearer, it’s time to get more involved. This phase is all about building confidence and delivering early wins.

What to focus on:

• Apply what’s been learned
• Take ownership of a small project or task
• Identify gaps or inefficiencies
• Start giving input in meetings

Sample goals:

• Lead one team update or internal presentation
• Offer feedback on a process the team uses
• Take ownership of a recurring task
• Suggest one improvement to the onboarding process

Manager tip: These “small wins�� don’t have to be flashy, they just need to show initiative. Recognize progress (even if it’s small or low-key).

Days 61 �� 90: Take ownership

The training wheels are (mostly) off. The new hire should be able to run with more complex work and contribute in a real way.

What to focus on:

• Deliver on larger responsibilities
• Strengthen internal relationships
• Share feedback and ideas for future work
• Set goals for the next quarter

Sample goals:

• Launch a project with clear outcomes
• Build or refine a process
• Present a short-term roadmap for their role
• Provide feedback on the onboarding experience

Manager tip: Use the 90-day mark as a two-way checkpoint. Ask: “What’s working?�� and “What could be better?�� Adjust your course if needed, and iterate on what’s successful or needs to be improved.

This phased approach gives structure without leaning on a script. It also leaves room for the human side of onboarding (curiosity, questions, and the occasional curveball).

Check this out next: New course on inclusive onboarding

Common mistakes to avoid

Even the best 30-60-90 day plan can flop if you’re not careful. The good news? Most missteps are avoidable or correctable. Here are a few to keep on your radar:

1. Making the plan too rigid

Life happens, projects shift, and priorities change. A good plan should be able to bend without breaking. Treat it like a living document, not a stone tablet. Check in, tweak it, and give the new hire some ownership in shaping it.

2. Skipping stakeholder input

Don’t build the plan in a vacuum. If you’re the manager, loop in HR or other department leads early, or consider asking other team members what worked well for them. If you’re in HR, encourage managers to tailor the plan to the specific role and team. One-size-fits-all usually ends up fitting no one.

3. Focusing only on tasks, not context

Sure, completing tasks is important. But so is learning the “why�� behind the work. Make space for culture, values, team dynamics, and strategic goals. People work better when they understand the big picture.

4. Overloading the first 30 days

You don’t need to cram everything into week one. In fact, we recommend you don’t try, because too much information leads to burnout, not brilliance. Give new hires time to ramp up!

5. Forgetting to follow up

A plan without checkpoints is just a PDF sitting in someone’s inbox. Schedule regular syncs to check progress, troubleshoot issues, and celebrate small wins. That means that, no, you can’t ghost your own plan.

Free template: Build your own 30-60-90 day template

Below is a copy-and-paste 30-60-90 day template you can drop straight into a doc, email, or onboarding checklist.

Use it as-is, or tweak it to fit the role and team.

30-60-90 Day Template

Employee Name:
Role:
Manager:
Start Date:

📘 Days 1 �� 30: Learn

Goals:

• [Include 5 - 10 actionable goals]

Key actions:

• Complete onboarding sessions and trainings
• Meet with [list key stakeholders or team members]
• Review [insert tools, processes, or documentation]
• Understand team goals and company objectives

Success metrics:

• [Include 3 - 5 measurable outcomes]

🛠 Days 31 �� 60: Contribute

Goals:

• [Include 5 - 10 actionable goals]

Key actions:

• Take ownership of a small project or recurring task [specify which]
• Provide input on workflows or team processes [specify which]
• Begin cross-functional collaboration [specify where/ how]
• [Include other relevant tasks]

Success metrics:

• [Include 3 - 5 measurable outcomes]

🚀 Days 61 �� 90: Own

Goals:

• [Include 5 - 10 actionable goals]

Key actions:

• Lead a project or initiative [specify which]
• Recommend improvements or optimizations [specify where/ how]
• Share feedback on the onboarding experience
• Set goals for the next 90 days
• [Include other relevant tasks]

Success metrics:

• [Include 3 - 5 measurable outcomes]

Feel free to tailor this to suit different levels, from interns to senior leaders. The format stays the same �� the impact just scales with the role.

Here’s a completed example of the template:

(Yup, it’s that easy!)

And keep in mind, there’s no perfect way to start a new job, but there is a smart one. A well-structured 30-60-90 day plan gives everyone a good chance at success: the new hire, the manager, and the company.

Want to set your new hires up for long-term success? Schedule a demo with PowerToFly to see how we help companies attract and retain top talent through inclusive, intentional hiring strategies.

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You’ve typed ��2 week notice letter�� into Google at least three times. Your resignation draft lives in a secret folder on your desktop called “maybe.�� And every time your boss messages you, “Hey, got a sec?�� your fight-or-flight kicks in.

If this sounds familiar, you’re probably getting ready to quit your job…and �ٳ󲹳�’s a big deal! Whether you’re leaving for a dream opportunity, making a mental health move, or finally listening to that little voice in your head that says, “Hey…you weren’t built for 87 Zoom calls a week,�� writing a 2-week notice letter is your official launch into the next chapter.

So, first things first, congrats!

A resignation ��DZ����’t have to be awkward, stiff, or stuffed with corporate fluff. In fact, a great 2-week notice letter can absolutely strike the perfect balance between professional and personal �� kind of like sending a formal “it’s not you, it’s me�� message with just enough heart to leave things on good terms.

In this guide, we’ll walk you through everything: what a 2-week notice letter actually is, when to give one (and when not to), how to write it like a pro. And yes, we’ve got templates for every vibe.

📝 Free download: Career Action Plan Tracker

Since you’re about to quit your job and all�� you might find this free job application tracker handy! Our Career Action Plan helps you apply and analyze the efficacy of your application pitch. It has all the data fields you need, broken down into all the job stages, from pre-interview, to various interview rounds, to negotiation, and finally to a successful career transition.

What is a 2-week notice letter?

Also…do these things even matter anymore?

Short answer? Yes!

Let’s start with the basics. A 2-week notice letter is a formal way of saying, “Hey, I’m out, but I’m giving you a heads-up so we can part ways like adult��.��

It’s a short, professional letter (or email �� this isn’t 1997) that lets your employer know you’re resigning from your position and that your last day will be in two weeks. That’s it. That’s the whole deal. But despite its simplicity, it’s one of the most important career moves you can make.

Why? Because how you leave a job can be just as important as how you start one.

A well-written 2-week notice letter:

• Keeps your relationships intact (you never know when you’ll need a reference or even want to boomerang back).
• Shows professionalism, maturity, and respect.
• Gives your team time to plan, delegate, and maybe even throw you a goodbye bagel brunch. (fingers crossed!)
  

And while some folks might think a quick Slack message or vanishing act is enough, trust us, taking the time to write a proper 2-week notice letter still matters. It’s a small effort that leaves a lasting impression.

Think of it as the career equivalent of cleaning out your fridge before you move. You could just leave the mystery Tupperware behind, but it’s not the legacy you want.

When (and when not) to give your 2-weeks notice

So, you’re ready to peace out, but when’s the right time to drop your 2 week notice letter? Spoiler: not mid-meeting, not during your company’s biggest product launch, and definitely not scribbled on a sticky note left on your boss’s desk.

(Yes, �ٳ󲹳�’s happened. No, we don’t recommend it.)

�� When you should give a 2-week notice letter:

Give your two weeks notice when:

• You’ve accepted a new job. Congrats! Time to make your exit official.
• You’re switching industries, going back to school, or launching your side hustle. (Homemade candle-making empire? We love that for you.)
• You need a break for your mental health or personal reasons. Totally valid, and still worth giving notice if you can.
• You’re just…done. Burnout is real, and you don’t owe anyone an eternal career.

Even if your current role isn’t exactly giving you life, offering notice is still a classy move. It lets your team plan, shows integrity, and keeps your professional reputation intact, which is important because LinkedIn is basically high school, and people talk.

🚩 When you might not need to give two full weeks:

Some jobs and situations are the exception to the rule, including:

• Your workplace is toxic or unsafe. If your mental or physical health is on the line, you don’t need to stick around out of obligation. Your well-being > corporate etiquette.
• You’re a contractor or freelancer. Your contract might have different terms or none at all. (Still worth communicating clearly, though!)
• You’re at-will and have no obligation. Technically, many U.S. roles are “at-will,�� which means you can leave at any time, but that ��DZ����’t mean ghosting is the best look or the right professional move.

If you’re unsure, go with your gut (and your contract). But when in doubt, leaving with professionalism is almost never the wrong move.

How to write a 2-week notice letter

Thankfully, writing a 2-week notice letter isn’t like writing your college thesis. No one’s grading you, and you don’t need footnotes or fancy words. In fact, the best letters are short, simple, and sound like an actual human wrote them.

Follow this basic structure:

1. Greeting

Keep it straightforward: “Dear [Manager’s Name]�� or just “Hi [Name]�� if you’re on friendly terms. No need for “To whom it may concern.��

2. Your resignation statement

Example: “I’m writing to formally resign from my position as [Your Role] at [Company Name], with my last day being [Date, typically two weeks from the day you send it].��

That’s it! Clear, calm, and no dramatic pauses.

3. A thank you (even if it’s polite fiction)

You don’t have to go overboard here. A simple “Thank you for the opportunity to grow and learn over the past [X time]�� gets the job done. If you genuinely loved the job? Say so. If not�� keep it classy and vague.

4. Transition support

Offer to help make the handoff smooth. Something like: “I’m happy to help with the transition through the next two weeks and prepare for whomever takes over my responsibilitie��.�� This makes you look thoughtful and buys you some goodwill for the exit.

5. Your closing line

Go with “Sincerely,�� “Best,�� or even “Warmly�� �� whatever fits your usual tone. Just maybe skip “Peace out�� (unless that genuinely matches your company culture).

Here are a few pro tips:

• Keep it short. Aim for 1-2 paragraphs. You’re not writing a memoir; you’re just officially communicating your decision.
• Don’t vent. No matter how tempting it is to unload your boss’s worst micromanaging hits, save it for your group chat, an exit interview, or therapist.
• Match your tone to your relationship. If you’ve been formal, stay formal. If your Slack convos were mostly memes, it’s okay to be a little warmer or casual.
• Spellcheck. Nothing says, “I’ve mentally checked out�� like a typo in your goodbye.

Your goal is to be honest, professional, and respectful, even if your inner voice is screaming, “I’M FREE!�� This letter is your last impression. Make it a good one.

Two weeks notice letter template

Okay, now that you know what goes into a solid 2-week notice letter, let’s make your life even easier: just copy, paste, tweak, and hit send (after a quick proofread, of course).

Choose from the templates below:

🧑💼 The straight shooter

Subject: Resignation �� [Your Name]

Dear [Manager’s Name],

I’m writing to formally resign from my role as [Your Position] at [Company Name], effective two weeks from today. My last working day will be [Date].

I appreciate the opportunities I’ve had to grow here and wish you and the team continued success.

Please let me know how I can support the transition process.

Best regards,
[Your Name]

🌈 The grateful quitter

Subject: Thank You + My Resignation

Hi [Manager’s Name],

This wasn’t an easy decision, but I’m officially submitting my 2 week notice. My last day will be [Date].

I’m incredibly grateful for the support, mentorship, and opportunities I’ve had during my time at [Company Name]. I’ve learned so much and truly enjoyed working with such a fantastic team.

I’ll do everything I can to make the transition as smooth as possible. Let me know how I can help.

Warmly,
[Your Name]

🧘 The burnt-out (but still polite) exit

Subject: 2-Week Notice Letter

Hey [Manager’s Name],

I’m writing to formally submit my 2 week notice of resignation from my role at [Company Name], with my final day being [Date].

This decision comes after careful consideration and reflects my need to prioritize rest and reset after a demanding period. I’m proud of the work we’ve accomplished and grateful for the opportunities I’ve had to grow here.

I’m committed to supporting the transition over the next two weeks and ensuring a smooth handoff of my responsibilities.

Thank you again for your leadership and support.

Thanks again,
[Your Name]

📱 The casual startup/ Slack culture exit

Subject: Stepping Away �� [Your Name]

Hey [Manager’s First Name],

Just wanted to give you a heads-up that I’m officially putting in my 2-week notice. My last day will be [Date].

This role has taught me a lot, and I’ve genuinely enjoyed collaborating with you and the team. I’m excited about what’s next, but I’ll definitely miss our [inside joke/ Slack banter/ favorite snack drawer].

I’ll make sure everything is documented and ready to hand off before I go.

Cheers,
[Your Name]

🎤 The “peace out, but professionally�� vibe

Subject: My Official 2-Week Notice Letter

Dear [Manager’s Name],

Please accept this letter as my formal 2-week notice. My last day with [Company Name] will be [Date].

I’ve accepted a new opportunity that aligns closely with my long-term career goals, and while I’m excited about this next chapter, I want to express my appreciation for the time I’ve spent here.

Thank you for everything. I’m committed to making this a smooth transition.

Sincerely,
[Your Name]

Each 2-week notice letter above gives you a solid starting point, but feel free to make it your own. You’re the one quitting, after all. You get to decide the tone.

What to do after you send your 2-week notice letter

You’ve sent the email�� maybe your hands were a little sweaty. Maybe you stared at the “Send�� button for a full minute before finally clicking it. Either way, it’s done! You’re officially in your two-week countdown.

Now what?

Here’s how to make the most of your final days and leave on a high note:

• Keep showing up: We know, mentally, you’ve already started your new gig (or vacation, or nap). But physically, you’re still on the team. Show up on time, stay engaged, and try not to start coasting the moment you hit “send.��

• Document your work: Your future self (and your coworkers) will thank you. Create a handoff doc with key projects, deadlines, login info (securely shared!), and any tips that might help the next person avoid chaos. Think of it as leaving behind a trail of breadcrumbs, minus the stress.

• Offer to train your replacement: If someone’s stepping into your role or just taking your responsibilities temporarily, offer to help with training or shadowing. It’s a small gesture that goes a long way, and it shows you’re leaving with integrity (and not going scorched-earth).

• Communicate your plan: Have a quick chat with your manager about how you’ll wrap things up. Set realistic expectations for what you can complete in two weeks and what you’ll hand off. Boundaries + transparency = a smoother goodbye for everyone.

• Say goodbye like a pro: Don’t just ghost your coworkers. Send a short farewell note, drop a message in Slack, or schedule a quick goodbye call. Whether you loved your team or merely tolerated their snack-stealing ways, it’s worth closing things out on a kind and professional note.

• Celebrate yourself: Resigning is a big step! It means you’re advocating for your growth, your goals, or your peace, and that deserves a little recognition. So, take a deep breath, grab your favorite treat, and start getting excited about what’s next.

Remember: A 2-week notice letter is just one part of your professional story. How you leave a job says a lot about you �� and doing it with clarity, grace, and a little confidence sets you up for whatever’s coming next.

Cheers to the next chapter! 🎉

You’ve gone through resumes, sat through interviews, and finally found them��the one.

It’s time to send the offer letter.

This might seem like the easy part. After all, you’re giving someone good news! But the offer letter isn’t just a formality. It’s your first official handshake with your future employee �� a document that sets expectations, outlines the basics, and (hopefully) answers some of the questions your candidate �󲹲���’t even asked yet.

A solid offer letter format saves everyone time, builds trust, and helps avoid confusion later. Get it right, and you’re off to a great start. Miss the mark, and you might cause delays…or worse, second thoughts.

In this guide, we’ll break down what an offer letter is, what it should include, and exactly how to write one. We’ve even included a plug-and-play offer letter template you can copy, paste, and customize. Because your time is better spent onboarding top talent, not reinventing the wheel.

What is an offer letter (and why does it matter)

An offer letter is a written document you send to a candidate when you’re ready to hire them. It spells out the basics of the job �� things like the role, pay, start date, and where to sign on the dotted line. It’s not as detailed (or legally binding) as an employment contract, but it’s still important.

Think of it as the formal bridge between “We want to hire you�� and “Welcome aboard.��

A clear, well-written offer letter does a few things:

• It confirms the details both sides agree to.
• It sets expectations from day one.
• It helps avoid future miscommunications about the role, pay, or benefits.

It also gives your new hire a chance to say yes with confidence or ask the right questions before they commit. And if you’ve ever had to walk back a verbal agreement because something didn’t line up, you already know how helpful that can be.

Read this next: 12 things you need for a positive candidate experience

What to include in your offer letter format

Before you start writing, it helps to know what to actually include in an offer letter format. And no, this isn’t the time to get poetic. Think: specific, clear, and complete.

Here’s what to include, line by line:

1. Job title and start date: State the exact position being offered and when you expect them to start.

📌 Example: “We’re pleased to offer you the full-time role of Software Engineer, starting June 3, 2025.��

2. Compensation details: Include the salary (or hourly rate), how often it’s paid (weekly, biweekly, monthly), and if bonuses or commissions are part of the package.

📌 Example: “Your starting salary will be $95,000 per year, paid biweekly.��

3. Employment type and schedule: Is this full-time or part-time? Exempt or non-exempt? Hybrid, remote, or on-site? Be specific.

📌 Example: “This is a full-time, exempt position based in our New York office, with a hybrid work schedule (3 days in office, 2 remote).��

4. Reporting structure: Let them know who they’ll be reporting to and the person’s title.

📌 Example: “You’ll report to Jane Smith, Director of Engineering.��

5. Benefits overview: You don’t have to list every single perk, but hit the big ones �� health insurance, retirement plans, paid time off, etc.

📌 Example: “You’ll be eligible for our standard benefits package, including medical, dental, and vision insurance; a 401(k) with company match; and 15 paid vacation days per year.��

6. Contingencies: If the offer depends on things like background checks, reference checks, or proof of work eligibility, this is where to say it.

📌 Example: “This offer is contingent upon successful completion of a background check and verification of employment eligibility.��

7. At-will employment clause (if applicable): This covers the legal stuff. In many U.S. states, employment is “at will,�� meaning either party can end the relationship at any time for (almost) any reason.

📌 Example: “This letter is not a contract. Your employment will be at-will, meaning either you or the company may terminate it at any time, with or without cause or notice.��

8. Offer expiration date: You don’t want your offer hanging out in the void. Set a deadline.

📌 Example: “Please sign and return this letter by Friday, April 11, 2025.��

9. Signature fields: Include a place for the candidate to sign and date the offer. Add one for your company representative, too. Paper trail = good idea.

Read this next: Building a stellar onboarding checklist

Offer letter template (copy + paste)

Below is a simple, customizable offer letter template you can use for most full-time roles. Just swap out the placeholders for your details, and you're good to go!

📎 Pro tip: Want your offer letter to look polished, too? We love to design a clean, professional-looking document �� no design degree required.

Subject: Offer of Employment from [Company Name]

Hi [Candidate Name],

We’re excited to offer you the position of [Job Title] at [Company Name]. We’ve enjoyed getting to know you throughout the interview process, and we’re confident that you’ll bring great value to our team.

This is a [full-time/part-time], [exempt/non-exempt] position based in [location or “remote”], with a scheduled start date of [Start Date]. In this role, you’ll report to [Manager Name, Title].

Your starting salary will be [$XX,XXX] per year, paid [biweekly/monthly]. You’ll also be eligible for [bonuses, stock options, or “additional compensation,�� if applicable].

As a member of our team, you’ll have access to a range of benefits, including:

• Medical, dental, and vision insurance
• 401(k) plan with company match
• [Number] paid vacation days per year
• [Any other relevant perks like wellness stipends, professional development budgets, etc.]

This offer is contingent upon the successful completion of a [background check/reference check/work eligibility verification, etc.]. Please note that your employment with [Company Name] is at-will, meaning either you or the company may terminate the relationship at any time, with or without cause or notice.

To accept this offer, please sign and return this letter by [Date]. If you have any questions, feel free to reach out to [Contact Person’s Name + Email/Phone].

We’re looking forward to officially welcoming you to the team!

Warmly,

[Your Name]
[Your Job Title]
[Company Name]
[Company Contact Info]

Read this next: New course on inclusive onboarding

Best practices for writing an offer letter

Writing a solid offer letter sets the tone for a new chapter for the candidate and your team, so make sure you take the time to proofread, customize, and craft a letter that feels genuine to your company. These best practices will help you strike the right balance between professional and human.

1️⃣ Be clear and specific

Skip the vague language. This isn’t the place for “competitive salary�� or “some travel required.�� If it’s truly negotiable, say that. If it’s fixed, be direct. You want the candidate to sign (or pass, potentially) with zero confusion about what’s being offered.

2️⃣ Get names and titles right

Double-check how your candidate spells their name. Get their job title right. You don’t want the first official document they receive to have a typo in it; �ٳ󲹳�’s a fast track to second thoughts.

3️⃣ Match the tone to your company culture

If your company leans formal; use more polished language. If you’re on the casual side; keep the tone relaxed (but still clear). Think of the offer letter as the written version of your company handshake, i.e. make sure it feels like you and your company culture.

4️⃣ Avoid legal jargon unless you need it

Unless your legal team requires it, there’s no need to stuff the letter with clauses no one reads. Stick to plain English where possible. If something is legally required (like an at-will clause), include it clearly and simply.

5️⃣ Leave room for questions

Even the clearest letter might raise a few eyebrows. Give the candidate a point of contact they can reach out to with questions �� preferably a human, not a generic inbox.

6. Add a personal touch

This ��DZ����’t mean writing a novel. A short, thoughtful line like “We’re excited about the perspective you’ll bring�� or “The team’s already looking forward to working with you�� goes a long way.

7️⃣ Proofread. Then proofread again.

This one’s boring but important. A single mistake (especially around pay, start date, or title) can undermine your credibility. Run it through spell check. Then have a real person look it over.

Now that you understand what makes a great cover letter, we’ll bet you’re curious what ��DZ����’t work. Let’s talk about the red flags and easy-to-miss mistakes in the next section.

Read this next: 18 new hire onboarding survey questions to improve retention

What not to do in an offer letter

An offer letter ��DZ����’t need to be perfect, but there are a few landmines you’ll want to sidestep. Here’s what to avoid:

�� Don’t get vague about pay

“We offer a competitive salary�� sounds like code for “We’re still figuring it out.�� Be direct. Say how much, how often, and when they’ll get paid. People notice the details, especially when those details impact their rent.

�� Don’t forget the deadline

Leaving the offer open-ended can lead to ghosting, delays, or confusion. A simple “Please respond by [date]�� creates structure and gives the candidate a clear timeline to follow.

�� Don’t misspell the candidate’s name

It happens more often than you’d think. Nothing says “we don’t really care�� quite like getting someone’s name wrong on the document �ٳ󲹳�’s supposed to make them feel wanted.

�� Don’t use language you can’t back up

Avoid phrases like “permanent position�� or “guaranteed bonuses�� unless your legal team signs off on it. If you’re not 100% sure something is set in stone, leave some wiggle room or explain the conditions.

�� Don’t get too casual

Sure, you want to sound friendly, but don’t let it turn into a text message. “Hey! So stoked you’re joining us 🎉�� is great for Slack. Not so much for a formal document outlining employment terms.

�� Don’t skip the fine print

Even if it’s short, your letter should still include essentials like the job title, compensation, start date, and any contingencies. Forgetting those pieces can cause issues down the road…or at least a bunch of follow-up emails.

�� Don’t use a one-size-fits-all template

You can start with a standard format (like the one we shared above), but always tailor it. A letter for a remote contractor will look different than one for an in-office executive. Context matters.

A little attention to detail goes a long way. Skip these mistakes, and your offer letter will do what it’s meant to do: help your future hire say “yes�� with confidence.

The bottom line on offer letters

An offer letter might seem like a small step in the hiring process, but it carries weight. The right offer letter can set the tone, answer questions before they’re asked, and make your new hire feel like they’ve made the right call.

Keep it clear. Keep it human. Say what you mean, double-check the details, and don’t overcomplicate it.

Looking to improve more than just your offer letters? PowerToFly helps companies find top talent, streamline hiring, and build high-performing teams �� from first outreach to final offer. Schedule your free demo today.

When journalist and applied behavioral scientist Elizabeth Weingarten set out to write her debut book, , she wasn’t looking to become an expert in navigating ambiguity. She was simply trying to survive it. After leaving a job to pursue a creative endeavor that didn’t pan out, she found herself in an uncomfortable in-between, filled with doubt and a growing sense of purposelessness.

It was during that uncertain chapter that she came across poet Rainer Maria Rilke’s famous advice to “live the question��.�� That one idea shifted how she approached not just her career, but her life.

We sat down with Elizabeth to talk about her new book, how she’s learned to navigate uncertainty (without forcing a silver lining), and why sitting with hard questions might be the most powerful thing you can do for your career �� and yourself.

PowerToFly: Thank you so much, Elizabeth, for taking the time to chat with us. To start us off, we’d love to hear about your “atypical�� career path, as you call it.

Elizabeth:Thanks for the opportunity to share what I learned from my book.

More than anything else, my career has been propelled by curiosity and a steady broadening out of my interests rather than keeping to a narrow path.

I started out thinking that I was going to have a more traditional journalism career; my first couple of jobs were at The Atlantic and Slate. But I realized I had other passions I needed to nurture. The first was in public policy, so I worked for many years at a think tank, developing a policy initiative to do research and journalism on global gender equality issues. Later, I discovered the field of behavioral science and began working at Behavioral Scientist magazine before going to the consultancy ideas42 to do applied research.

A few years ago, I pivoted again into the tech world, where I lead research and thought leadership efforts.

Though I’ve explored many paths throughout my career, all of these moves have been driven by questions like: "Why do we humans do the strange things that we do?", "How can we change our behavior to benefit ourselves and those around us?" and “How, through a deeper understanding of psychology, can we all live more meaningful lives?"

PowerToFly: That’s such a thoughtful way to frame your career �� not as a straight line, but as a series of pivots led by curiosity. Those questions you mentioned, especially the ones about living a more meaningful life, are things so many of us ask but don’t always feel comfortable sitting with.

And speaking of sitting with big questions, your book dives deep into this idea of learning to “love the questions,�� especially in times of uncertainty. Can you share how that mindset helped you through your own career challenges?

Elizabeth: So, part of what makes uncertainty feel so uncomfortable is that it makes us feel stuck, like we can’t move forward until we have an answer. In fact, my favorite definition of uncertainty is from two psychologists who were writing about how decision-makers conceptualize and cope with it. They defined it as “a sense of doubt that blocks or delays action.��

I wrote this book because I was drowning in uncertainty and felt stuck. I had recently left a job to pursue a creative project, which was failing, and I had no idea what to do next. I felt rudderless and depressed as I applied to jobs and got rejection after rejection.

PowerToFly: Rough. I’m sure so many of our readers can relate.

Elizabeth: Oh, yes. I’m certainly not alone. So, then I stumbled on the poet Rainer Maria Rilke's Letters to a Young Poet, and it challenged my perspective. It’s a book of correspondence between Rilke, a 20th-century Austrian poet, and an aspiring poet named Franz Kappus. Kappus is asking Rilke all kinds of questions about how to be a poet and how to live his life. Rilke famously responds not with answers but by encouraging Kappus to “be patient toward all that is unsolved in your heart and try to love the questions themselves... Live the questions now. Perhaps you will then gradually, without noticing it, live along some distant day into the answer.��

In many ways, I’d never felt further away from loving the questions about my career. They felt like my tormentors. But Rilke’s advice made me curious: How could I start to love those questions? Was that even possible?

That question kicked off the journey I document in the book, where I share insights from science, art, philosophy, history, poetry, and spirituality to investigate that question.

PowerToFly: Yes! That’s beautifully said. So, how have you been able to implement this philosophy in your own life?

Elizabeth: One of the ways this mindset has helped me is by liberating me from the notion that I need to answer some of the big questions about my career quickly, or at all, to continue moving forward. In the book, I compare the types of questions in our lives to parts of a fruit tree. There are questions that ripen quickly into answers �� like will I get the job? And questions that you may explore throughout your life, like how do I build a career that gives me a sense of meaning and purpose? These are your heartwood questions; heartwood is the core wood of the tree that gives it its sense of stability and remains throughout its life. You may always be living those questions, and �ٳ󲹳�’s okay.

My book is about how you can continue to live and move forward in your life even when you don’t have all of the answers, using questions as your guide.

PowerToFly: That fruit tree metaphor really stuck with us. And “heartwood questions�� �� so good.

We also like that you’re not just saying “embrace uncertainty.�� How would you describe a healthier way to deal with it, especially around career decisions?

Elizabeth: When I was facing down painful uncertainty in my life, the advice I often found in self-help books was to simply “embrace uncertainty.�� To me, this was an unhelpful platitude, in part because it seems to insinuate that we must react positively to uncertainty. But sometimes, uncertainty is painful, awful, scary, stressful. Sometimes, we don’t want to embrace it.

PowerToFly: Totally. That advice can feel kind of dismissive.

Elizabeth: Exactly. That’s why I prefer the idea of “loving the question��.�� Just like loving another person, ��DZ����’t mean it has to feel good or be easy all of the time; it just means staying engaged with and committed to the questions even when they’re uncomfortable.

In the book, I share the story of Parker Palmer, who spent years living the question, “What on earth are you doing with your life?�� At first, he followed a traditional academic path because it was expected of him, but it left him feeling disconnected from who he really was.

Eventually, his commitment to his questions led him to a new path, one where he became an author, educator and activist who helps others find meaning in their work and lives.

PowerToFly: That Parker Palmer story really hits. So relatable.

One of the other stories that stood out to us was Barbara Schoen’s. Can you share how her experience reshaped your thinking on growth and uncertainty?

Elizabeth: Barbara’s story is very moving. After a car accident left her paralyzed from the waist down, her old identity started to fall away. At first, that was terrifying. But over time, she said it was kind of a relief �� like she finally had permission to rethink who she was and what really mattered to her.

It showed me that even big, painful experiences of uncertainty can open up space for new growth.

PowerToFly: Wow. That’s powerful.

Elizabeth: I thought so, too. And I think we can apply that mindset to uncertainty at work, too. Like when there’s a big org restructure or leadership change. It’s easy to panic when you feel like the ground is shifting underneath you.

But you can meet those moments with better questions that give you a sense of freedom and power. Instead of “What does this mean for me?�� maybe it’s: “Is there a new role I could explore? Someone new I could learn from? What kind of work do I really want to be doing right now?��

The right questions can open doors instead of shutting them.

PowerToFly: Okay, so let’s say someone’s trying to be smart about their next career move but also wants to stay open to newness. How do you balance those two things?

Elizabeth: I don’t think they have to be at odds. Being strategic ��DZ����’t mean following some strict, linear plan, and being open ��DZ����’t mean saying yes to things that don’t make sense for you.

In the book, I talk about building a “questions practice.�� This is a regular habit of checking in with yourself through guided reflection, and in the book I have a map and prompts for readers to use to get started. That practice can help you stay grounded in what you want, even as things change.

PowerToFly: That sounds like a good way to stay focused and flexible.

Elizabeth: Exactly. A question like the one you just asked �� “How can I be strategic and open at the same time?�� �� is a great one to start with. There’s no one-size-fits-all answer, but just coming back to it regularly can help you course-correct when you need to.

It’s less about rigid planning and more about being intentional. Where do you want to go? Does this opportunity help you get there? Are your goals still the same as they were six months ago?

Questions like that keep you aligned with what matters most.

PowerToFly: Last question! If someone finishes your book and walks away with one big mindset shift or new habit, what do you hope it is?

Elizabeth: I’d love for them to see questions as companions, not just tools for getting answers, but something to help you through uncertainty.

We spend so much of our lives trying to find the “right�� answers. But in the book, I share research and stories that show how spending more time with the right questions can often be more meaningful and helpful.

PowerToFly: That’s such a refreshing shift.

Elizabeth: There’s this beautiful quote from Joan Sutherland, a Zen teacher I interviewed, that really stayed with me. She said, “A good question will always make the room bigger, or open a door in the room to let something else in, or blow down the walls of the room entirely.��

That’s how I think about it now. Is your question making your world bigger, or smaller?

What your career may demand of you in this moment is not necessarily answers, but bigger and better questions.

Elizabeth Weingarten’s debut book, , is out now. It’s a thoughtful, research-backed guide to navigating uncertainty with curiosity �� and a must-read for anyone rethinking their career, identity, or purpose. AG���˰ټ��� it wherever books are sold.

Asking for a promotion is one of those things nobody really teaches you, like how to fold a fitted sheet or cancel plans without sounding like a monster. You know you should do it��eventually. You just don't want to come off as greedy, needy, or the office version of someone who texts “wyd�� at 2 a.m.

But, unfortunately, promotions don’t (usually) fall out of the sky. Most of the time, you’ve got to ask. And when you do it the right way �� at the right time, with the right receipts �� you don’t just look overly ambitious. You look prepared. Professional. Like someone who knows their worth and isn’t afraid to say it out loud.

If you’ve been doing the work, picking up extra projects, or solving problems before your boss even sees them, this guide’s for you. We’ll walk through when to ask, what to say, how to back it up, and what to do if the answer is “not right now.��

Know the right time to ask

When you ask for a promotion matters just as much as how you ask. Bring it up too early and you risk looking out of step. Wait too long, and you might miss your chance. The key is to pay attention to your performance, your manager’s feedback, and the company’s rhythm.

Here’s what “good timing�� looks like in real life:

• You’ve been crushing it lately. Not just showing up but solving problems, making your team’s life easier, and getting things across the finish line.
• You’ve taken on responsibilities that �������’t in your job description, and nobody had to ask you twice.
• Your boss has been handing you stretch projects (big ones, visible ones), and you’ve delivered.
• You’ve hit your one-year mark in the role (or whatever’s typical for your company or industry).
• Your manager has said things like, “You’re really stepping up,�� or “I could see you in a leadership role one day.��

Here are a few scenes that signal it’s a good time to bring it up:

Scene 1: Post-project glow-up

You just wrapped a six-week campaign that brought in 20% more customer sign-ups than expected. Your manager’s been singing your praises in meetings. That’s your window.

💬 Try this: “I’ve really enjoyed leading this project and seeing such a strong outcome. I’d love to talk about what growth might look like from here.��

Scene 2: Annual review season

Your company’s performance reviews are coming up. Everyone’s reflecting, planning, and setting goals. It’s very literally the moment designed for these conversations (and typically aligned with budgets!).

💬 Try this: “With review season around the corner, I’ve been thinking a lot about my growth path. Could we set aside time to talk about what it would take for me to move into [next role]?��

Scene 3: You’re doing two jobs, but still paid for one

You’ve been unofficially overseeing a small team since your manager went on leave. You didn’t complain. In fact, you handled it like the boss you are. And the team’s thriving.

💬 Try this: “I’ve taken on a lot of responsibility over the past few months, especially with leading the team. I’d like to talk about aligning my title and compensation with the work I’m doing.��

Of course, some moments are less than ideal. Don’t shoot your shot during a budget crisis, five minutes before your boss’s vacation, or while they’re visibly fighting with the printer. (Give it a beat.)

Read this next: 5 workplace skills to get promoted in 2025

Prep your case: What to bring to the table

Before you ask for a promotion, you need your receipts. Not literal ones (unless your job involves expense reports) but some tangible proof that you’ve earned it. This is the part of the process where you show your work.

Start with a list. Think back over the last 6 �� 12 months and write down:

• Projects you led
• Problems you solved
• Metrics you improved
• Ideas you pitched that actually got used
• Times you helped your team or manager do their job better

For example, instead of “I helped launch the new onboarding process,�� try:

💬 Try this: “I created and led a new onboarding process that cut training time by 30% and improved first-month retention by 15%.��

Make it as easy as possible for your manager to see the value you’re adding, even if you think they know already. Think like them: What would make me say yes to a promotion if I were the one approving it?

If you’re not sure how to organize all of this, start a “brag doc.�� It ��DZ����’t have to be fancy. Just a running list (in a Google Doc or Notes app or whatever works) of the wins you want to remember. Pull from it when you prep for your conversation. This can also include emails or chats with compliments from your stakeholders and is a great ego boost, promotions aside!

And if you’ve been taking on work that lines up with the role you want next? Even better.

Let’s say you’re a content writer aiming for a senior title. Have you mentored junior writers? Created style guides? Stepped in to manage projects? That’s the stuff you’ll want to highlight.

For example:

💬 Try this:“Over the last six months, I’ve taken on more leadership by mentoring two junior writers, reviewing their work, and helping them hit deadlines. I’ve also led two cross-team projects that improved our content production timeline by a week.��

Your goal here is to be crystal clear about your impact on the team.

Watch this next: Asking For That Promotion: Tips & Tricks to Landing Your Next Big Role

But wait! What about your confidence?

If you ask me, this is the hardest part of asking for a promotion.

Having “the conversation�� can feel like you’re doing something dramatic, like pulling a stunt in the middle of your company Slack. But, trust me, asking for a promotion is not bold…or rude…or even too much. It’s totally normal.

This is how you grow your career. Promotions �������’t handed out like coupons in the newspaper. They’re (usually) sparked by someone (�ٳ󲹳�’s you) raising their hand and saying, “Hey, I’ve grown. I’m ready for more.��

And �ٳ󲹳�’s not weird, we promise �ٳ󲹳�’s the whole point! According to , 63% of the workforce has received a promotion within the past two years, which should feel encouraging that promotions are a common aspect of career progression.

Most managers don’t expect you to stay in the same role forever. If they’re good at their jobs, they want to see you stretch, lead, and take on more. You asking for a promotion tells them you’re invested and that you’re not just clocking in. You’re thinking long-term! That’s helpful information, not a nuisance.

If you’re nervous about how it might come off, remember this: Managers �������’t mind readers. They might think you’re perfectly happy where you are. The only way they’ll know you’re ready for something more is if you say it out loud.

And saying it out loud ��DZ����’t make you greedy or annoying. It makes you a person with goals. If anything, it shows initiative, self-awareness, and respect for your own time and effort.

So, repeat after me: “I am not out of line. This is not uncalled for. Promotions are totally normal, and I deserve thi��.��

Now, let’s get into how to actually ask for it.

How to ask for a promotion

While it likely won’t ever feel amazing to ask for more money and a new title, there are ways to approach the conversation that make you sound clear, confident, and prepared…and not like you're winging it during your coffee refill.

68% of professionals who have asked for a promotion have received one, according to , so take a deep breath and remember that initiating the conversation is, more often than not, effective.

To start, keep in mind some basic do’s and don’ts:

�� Do:

• Be direct. No need to drop hints or speak in riddles. Say what you want.
• Lead with value. Show how your work connects to team or company goals.
• Back it up. Use metrics, projects, or impact �� whatever proves your point.
• Practice. Out loud. To your dog, your mirror, or a very patient friend.
• Stay open. Promotions don’t always happen on your timeline, but a thoughtful ask can spark the right conversations.

🚫 Don’t:

• Make it personal. “I need more money because my rent went up�� might be true, but it’s not a reason your company will promote you.
• Compare yourself to coworkers. Focus on your work, not what Karen in marketing is (or isn’t) doing.
• Ultimatum your way through it. Threats rarely lead to positive outcomes.
• Apologize. You’re not doing anything wrong by advocating for yourself.

Sample scenarios

Ready for the convo? Pick the one below that fits your situation. Use it as-is or tweak it to sound like you. The point isn’t to memorize a script but rather walk in with a basic idea of what you want to say.

If you’re in a one-on-one

Let’s say it’s your regular check-in with your manager. You’ve done your prep, and you’ve got your wins ready. The vibe’s good.

💬 Try this: “I’d love to talk about my future here. Over the past few months, I’ve taken on [brief example], led [another example], and delivered [result]. I’m interested in growing into [next role], and I’d like to understand what steps I can take to get there.��

Why it works: It’s clear, shows your value, and opens the door for a real conversation �� not a yes/no request.

If you’re starting with an email

This is helpful if your manager likes a heads-up, or if you want to plant the seed before a deeper conversation.

💬 Try this: Subject: Time to talk about my growth?

Hi [Manager’s Name],

I’ve been reflecting on my work over the past [X months], and I’d love to talk about what growth might look like for me here. I’ve taken on [project or responsibility], contributed to [result], and I’m excited about what’s next.

Could we set aside time this week or next to talk about a potential promotion and what steps would make the most sense?

Why it works: You’re flagging the conversation without blindsiding them. Gives them time to think and prepare.

If you’ve been turned down before

Let’s say you brought this up a few months ago and heard some version of “not yet.�� That’s not a no; it’s a ‘not right now��. Here’s how to revisit it.

💬 Try this: “Thanks again for our last conversation about my growth path. Since then, I’ve focused on [feedback area], taken on [new work], and delivered [results]. I’d love to check in and see if we can revisit the conversation about a promotion.��

Why it works: You’re showing growth (not holding a grudge). Since you’ve done the work, it’s time to follow up.

Read this next: The New Normal for Women in the Workplace: 3 Tips to Get Promoted at Work

What to do if the answer is “not yet��

Let’s say you bring your A-game. You lay out your case and deliver the ask like a pro. And then your manager says something �ٳ󲹳�’s not “no”�� but also not quite yes.

Take a breath. You didn’t fail (we promise!). You started the conversation, and �ٳ󲹳�’s progress.

“Not yet�� can mean a few things. Maybe there’s a promotion freeze or your manager needs more time to advocate for you. Maybe they want to see a few more things first. None of those are a shut door. Think of them more like a hallway.

Here’s how to handle it without spiraling:

1. Ask for specifics

Wanting clarity ��DZ����’t make you difficult. You’re being smart.

💬 Try this: “Thanks for the feedback. Can you walk me through what steps I should take to move toward that next role?��

2. Get the roadmap

If there are gaps between where you are and where you want to go, name them. Set a timeline. Put check-ins on the calendar.

💬 Try this: “Would it be helpful to revisit this in three months? I can focus on [specific area] in the meantime.��

3. Keep receipts

As you make progress, track it. That way, when you circle back, you’ve got proof that you hit every mark.

4. Stay visible

Don’t retreat. Stay engaged, keep doing strong work, and keep looking for chances to lead, even informally. Your response to “not yet�� is part of what your manager will remember when it is time.

However, keep in mind that sometimes, “not yet�� might really mean “not ever, not here.�� If �ٳ󲹳�’s the vibe you’re getting, it’s okay to start looking around. In fact, workers who switched jobs and moved to a new company saw an average earnings jump of 11%, according to a . Don’t stay in a place that ��DZ����’t value your work and contributions.

But, let’s not jump ship just yet! If there’s a path forward, this is your chance to walk it with purpose and a game plan.

TL;DR: You’re not asking for a favor

So don’t treat it that way!

You wanting to grow is ultimately helping the company grow, so own it.

Promotions �������’t magic, and they don’t just happen. You have to ask for them. And when you do it with clarity, preparation, and good timing, you show that you’re serious about your work and your future.

Know your value. Build your case. Say it out loud.

Worst case? You start a conversation that sets the stage for next time.

Best case? You get the title, the raise, and the recognition you’ve already earned.

Either way, you’re moving forward. And �ٳ󲹳�’s the whole point.

At Zapier, AI is a tool for unlocking creativity, boosting productivity, and helping people reclaim their time. From solopreneurs to enterprise teams, Zapier’s AI features are built to empower everyone.

🎥 In this video, Ruchira Kulkarni, Product Manager on the Editor AI team, shares how Zapier is using AI to develop intuitive, user-friendly automation tools �� and what that means for users across the globe.

💡 Here’s a sneak peek at what you’ll learn:

✔️ How Zapier’s Editor Copilot helps you build automations with just a simple chat
✔️ How Code with AI turns plain language into working Python or JavaScript
✔️ Why balancing innovation with reliability is key in AI product development
✔️ How Zapier gathers feedback to evolve and improve their tools

💬 As Ruchira says, “Together, we want to help transform the way people work and free up more time for what really matter��.��

📢 Ready to take the next step? Explore Zapier careers and apply today: /companies/zapier-inc/details

🔗 Connect with Ruchira:

If you want to learn more about Zapier careers, you can . Don’t forget to mention this video!

💡 More about Zapier:

Zapier is on a mission to make automation work for everyone so that every person and every business can move forward faster. Zapier is the leader in no-code automation, enabling you to automate workflows and move data across 6,000+ apps. They work with what you work with, across your apps and tech stack, so you can make magic happen, regardless of your IT infrastructure or support team.

Ever run an interview and think, “Well, that told me nothing��? You're not alone. A lot of interviews go sideways �� not because the candidate wasn’t great, but because the questions didn’t do their job.

Good interviews create a conversation that helps you spot potential, assess skills, and get a real sense of how someone might show up on the job. That starts with the right interview questions to ask candidates.

It’s not just about what you ask �� it’s about why you ask it, and what you’re listening for. In this guide, we’ll break down the best interview questions to ask candidates, grouped by category, so you can cover all the right angles. We’ll also flag the ones to avoid (you’d be surprised how many people still ask about someone's “biggest weakness��).

Let’s dig in.

Personal questions

Get to know the human, not just the resume. And no, we don’t mean questions about their favorite food or what their homelife is.

Personal questions help you understand the person behind the application. Beyond just work history, you're trying to get a sense of how they think, what drives them, and whether their energy complements your team.

Don’t think of these questions as mere fluff, either. They give you a deeper look into what a candidate brings to the table and how they show up beyond their skillset.

Here are four personal interview questions to ask candidates �� plus what they can reveal.

1. What accomplishment are you most proud of and why?

💡 Why it’s a great question:

This question skips the surface-level talk and gets right into values. You’ll learn what the candidate cares about, whether it’s launching a big project, mentoring a teammate, or overcoming something personal.

Hint: the “why�� part is just as important as the achievement itself.

🔎 What it says about the candidate:

You’ll get insight into their priorities, what motivates them, and how they measure success. Do they light up when they talk about teamwork? Do they focus on impact? Are they comfortable celebrating themselves? All of that matters!

2. What motivates you to come to work every day?

💡 Why it’s a great question:

This one opens the door to understanding their internal drivers. Motivation plays a huge role in performance, and if their answer aligns with what the role offers, you’re already on solid ground.

🔎 What it says about the candidate:

Are they driven by purpose? Learning? Solving tough problems? Their answer can help you predict how engaged they’ll be in the role and whether your company can offer what they need to thrive.

3. What’s something not on your resume that you think I should know?

💡 Why it’s a great question:

Resumes only tell part of someone’s story. This question gives candidates a chance to show dimension. Maybe �ٳ󲹳�’s a secret talent, a volunteer role, or a personal passion. It also invites a little vulnerability, which can help build trust.

🔎 What it says about the candidate:

Look for creativity, self-awareness, and the ability to connect the dots between their experiences and your role. This question often surfaces the “bonus skills�� you didn’t know you were looking for.

4. How do you like to receive feedback?

💡 Why it’s a great question:

Feedback is part of every role, and this question tells you how the candidate handles it. Do they prefer directness? A follow-up chat? Public praise or private guidance? Their answer helps you understand how they learn and grow.

🔎 What it says about the candidate:

A candidate’s answer shows their emotional intelligence, communication style, and whether they’ve taken time to reflect on how they operate. Bonus: It gives you a preview of how you’d work together if they joined the team.

Read this next: 20 interview questions about inclusion

Behavioral questions

How have they handled the real stuff?

Behavioral interview questions dig into a candidate’s past experiences to get a sense of how they act under pressure, solve problems, and work with others. Past behavior is often the best predictor of future behavior. These questions get beyond hypotheticals and into what actually happened.

Here are four behavioral interview questions to ask candidates �� and what to look for in their answers.

1. Tell me about a time you made a mistake. How did you handle it?

💡 Why it’s a great question:

Nobody’s perfect, and you’re not hiring a robot. This question helps you understand how someone handles failure. As in: do they own up to it, fix it, and learn from it? You’ll also get a sense of their self-awareness and honesty. This also goes a little bit deeper than the fabled ‘weakness�� question we mentioned earlier.

🔎 What it says about the candidate:

Look for accountability and growth. A good answer reflects on what happened, how they responded, and what they’d do differently. If they blame others or get cagey, �ٳ󲹳�’s worth noting.

2. Describe a time when you worked on a team with differing opinions.

💡 Why it’s a great question:

Conflict isn’t always bad; often it’s where the best ideas come from. This question shows how a candidate navigates disagreements and whether they can still collaborate or lead when things get a little messy.

🔎 What it says about the candidate:

Pay attention to how they describe their role. Do they listen to others? Do they compromise? Do they stay respectful under pressure? These are signs of emotional intelligence and team fit.

3. Give an example of a goal you set and how you achieved it.

💡 Why it’s a great question:

This one reveals how someone plans, stays focused, and gets things done. You’ll learn about their process, motivation, and whether they take ownership of their work.

🔎 What it says about the candidate:

A strong answer shows initiative and follow-through. Bonus points if they talk about adjusting course when things didn’t go perfectly. That shows adaptability and problem-solving.

4. Tell me about a time you had to quickly learn something new.

💡 Why it’s a great question:

Things move fast in most workplaces, and it’s only getting faster. This question tells you how someone responds when they’re out of their comfort zone. Are they the kind of person who figures it out or would they freeze up?

🔎 What it says about the candidate:

Listen for curiosity, resilience, and resourcefulness. Do they ask questions? Seek out support? Dive in and learn by doing? These are great signs, especially in fast-changing environments.

Read this next: Work-from-home interview questions

Situational and hypothetical questions

How would the candidate handle what’s coming next?

Situational interview questions put candidates in hypothetical scenarios where the goal is to understand how they think on their feet.

These questions test problem-solving, communication, and judgment. They also give you a sense of how someone might handle challenges they haven’t even faced yet.

Here are four situational interview questions to ask candidates �� plus what their answers can tell you.

1. What would you do if a deadline was at risk due to unforeseen delays?

💡 Why it’s a great question:

Every role involves curveballs. This question helps you see how the candidate balances urgency, communication, and accountability when a project is slipping off track or there’s some scope creep.

🔎 What it says about the candidate:

Listen for signs that they stay calm under pressure, communicate proactively, and don’t just bury the problem. You want someone who flags the issue early and works toward a solution, not someone who ghosts the group chat until it’s too late.

2. If you disagreed with a company policy, how would you approach it?

💡 Why it’s a great question:

Disagreement is inevitable. This question shows how the candidate deals with friction between their values or opinions and the way things are done at the company.

🔎 What it says about the candidate:

You’re looking for professionalism, not passive aggression. Do they ask thoughtful questions? Propose alternatives? Respect the chain of command while still using their voice? That balance matters a lot for positive and proactive workplace culture.

3. How would you prioritize multiple high-stakes projects with the same deadline?

💡 Why it’s a great question:

Juggling priorities is part of most jobs. This question tests decision-making, time management, and how well the candidate can navigate competing demands.

🔎 What it says about the candidate:

Pay attention to how they break things down. Do they talk about impact? Deadlines? Team input? Stakeholder communication? A good answer should show strategy, not panic.

4. How would you handle receiving negative feedback in front of a group?

💡 Why it’s a great question:

Nobody loves public criticism, but how someone handles it says a lot about their emotional intelligence and maturity.

🔎 What it says about the candidate:

Look for self-regulation, professionalism, and a willingness to learn. If their answer involves shutting down or lashing out, �ٳ󲹳�’s a red flag. If they can take it in stride and follow up later, you’ve likely found someone coachable.

Read this next: 12 things you need for a positive candidate experience

Role-specific or technical questions

Now that you understand their working style…can they do the job? And how do they think while doing it?

These questions zero in on whether the candidate has the skills and experience to handle the role’s day-to-day demands. You’re not looking for textbook answers. You’re looking for clarity, logic, and a little bit of spark (how they approach the work, not just whether they’ve done it before.)

Here are four role-specific or technical interview questions to ask candidates �� and what their answers might tell you.

1. Can you walk me through how you’d solve [insert job-relevant challenge]?

💡 Why it’s a great question:

This is your chance to see how the candidate tackles industry-specific (or role-specific) problems in real time. Whether it’s debugging code, planning a campaign, or closing a sale, you’ll get a front-row seat to their process.

🔎 What it says about the candidate:

You’ll learn how they structure their thinking, what tools they lean on, and how confident they are in their approach. Look for clarity, logic, and a touch of creativity. Bonus if they ask clarifying questions, because that shows real-world thinking.

2. What’s a recent industry trend that excites you and why?

💡 Why it’s a great question:

This helps you assess whether the candidate stays engaged with their field. Are they reading, experimenting, and keeping up, or just clocking in and out in their current role?

🔎 What it says about the candidate:

Look for curiosity and insight. The best answers connect the trend to their work or offer a thoughtful take on what it means for the future. You don’t need a hot take, just evidence that they care about their craft.

3. Which tools or platforms do you rely on most in your day-to-day work?

💡 Why it’s a great question:

Every team has its tech stack, and every candidate has their preferences. This question also checks for hands-on experience and helps you see if there’s going to be a learning curve or a quick ramp-up ahead.

🔎 What it says about the candidate:

Listen for fluency (not just name-dropping). Are they comfortable explaining how and why they use certain tools? Do they mention learning new ones on the fly? That’s a good sign that they’ll adapt well to your systems.

4. How do you stay current with updates in your field?

💡 Why it’s a great question:

Jobs evolve. So do tools, trends, and best practices. This question tests whether the candidate has a habit of learning or waits for someone else to tell them what’s new.

🔎 What it says about the candidate:

You’ll hear about their go-to sources, learning style, and professional drive. If they mention newsletters, podcasts, hands-on practice, or peer learning, you’re likely talking to someone who stays sharp.

Read this next: Guide to inclusive hiring practices

Values-based or culture questions

Will they add to the team, not just fit into it?

Hiring for culture means finding folks who share your company’s values, contribute to a healthy team dynamic, and bring something new to the table. These questions help you spot alignment and maybe even a future leader.

Here are four values-based interview questions to ask candidates �� and what to listen for beyond the buzzwords.

1. What does a healthy team culture look like to you?

💡 Why it’s a great question:

Healthy workplace culture means different things to different people. This question gives you a window into the candidate’s expectations, including how they like to work, communicate, and collaborate.

🔎 What it says about the candidate:

Their answer shows whether your work environment is likely to support them, and vice versa. Look for signs that they value respect, transparency, and teamwork. If they describe something radically different from what your team offers, it’s worth digging deeper.

2. How do you approach working with people who have different backgrounds from yours?

💡 Why it’s a great question:

Today’s workplaces are diverse, and collaboration across differences is a must. This question highlights how the candidate navigates different perspectives and experiences.

🔎 What it says about the candidate:

Look for openness, curiosity, and respect. Are they comfortable checking their assumptions? Do they learn from others? This one can also give you clues about their communication style and emotional intelligence.

3. Tell me about a time you advocated for someone else at work.

💡 Why it’s a great question:

Advocacy shows leadership, empathy, and courage, even if it’s not explicitly part of the job description. This question brings those qualities to the surface.

🔎 What it says about the candidate:

You’ll learn what the candidate stands for, how they handle conflict or unfairness, and whether they’re willing to speak up for their team. If they’ve taken the initiative to support others, �ٳ󲹳�’s someone you want on your team and on your side.

4. What kind of impact do you hope to make in your next role?

💡 Why it’s a great question:

This one flips the script on the candidate. Instead of asking what you can get out of them, you’re asking what they want to contribute. It shows respect and invites them to dream a little.

🔎 What it says about the candidate:

Look for signs of ambition, intention, and alignment with your company’s mission. If their idea of impact matches the kind of work your team values, you probably have a strong match on your hands.

Read this next: Ghosting, bias & barriers: How to improve the candidate experience

Questions to avoid (and why)

Some things are better left unasked.

Even the best interviews can take a wrong turn if you're not careful with your questions. Some are off-limits legally, and others just �������’t helpful. They either invite canned answers or make candidates uncomfortable. The goal here isn’t to trap anyone, it’s to create a fair, respectful conversation that helps you make smart hiring decisions.

Here are a few interview questions to avoid �� and what to ask instead.

1. “Do you have children?��

�� Why to skip it:

This one can get you into legal trouble. It touches on family status, which is a protected category in many places. Even if you’re just trying to make friendly conversation, it’s risky.

�� What to ask instead:

“Are you able to meet the travel or scheduling requirements for this role?��

This keeps the focus on the job, not someone’s personal life.

2. “Where are you from originally?��

�� Why to skip it:

On the surface, this might sound like small talk. But it can quickly veer into assumptions about nationality, citizenship, or language �� all of which are sensitive areas from a legal standpoint.

�� What to ask instead:

“Are you currently authorized to work in [your location]?��

Clear, compliant, and straight to the point.

3. “What’s your biggest weakness?��

�� Why to skip it:

Ah, the classic. And the classic dodge: “I care too much�� or “I’m a perfectionist.�� This question rarely leads to honest answers. It puts candidates on the defensive instead of opening the door to meaningful self-reflection.

�� What to ask instead:

“What’s a skill you’re currently working to improve, and how?��

This still gives you insight into self-awareness and growth without the awkward dance.

4. “What year did you graduate?��

�� Why to skip it:

This can lead to age-related bias, even if unintentionally. If you’re trying to gauge experience, there are better ways to do it.

�� What to ask instead:

“Can you walk me through your recent work experience related to this role?��

It gives you the info you need without touching on age or inviting assumptions.

Final tips for interviewers

The best interview questions to ask candidates �������’t complicated. They’re clear, purposeful, and designed to spark real conversation �� the kind where you walk away thinking, “I actually know this person a little now.��

Asking the right mix of personal, behavioral, situational, technical, and values-based questions gives you a well-rounded view of the candidate. And just as importantly, knowing what not to ask keeps your process fair and legally sound.

So prep your questions. Take notes. Leave space for follow-ups. And when in doubt, listen. Sometimes, the best insights come from what candidates don’t rehearse.

Get tips to kickstart your job search and explore ������ٱ�é careers.

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������ٱ�é careers offer a dynamic, global environment that values adaptability, continuous learning, and cross-functional collaboration �� all essential for supply chain success.

💡 Here’s a sneak peek at what you’ll learn:

✔️ Why adaptability is a must-have skill for supply chain roles
✔️ How staying on top of industry trends (like AI) can set you apart
✔️ The importance of embracing growth opportunities and diverse teams

💬 As Megan puts it, “Your ability to adapt will enhance your collaboration efforts and contribute to the overall success of ������ٱ�é and the team.�� Whether you’re beginning your career or ready for the next step, ������ٱ�é’s supply chain function is full of potential.

📢 Ready to take the next step? Explore ������ٱ�é careers and apply today.

🔗 Connect with Megan:

If you want to learn more about ������ٱ�é careers, you can . Don’t forget to mention this video!

💡 More about ������ٱ�é:

������ٱ�é has been nourishing a growing world for generations. No matter where you work within the ������ٱ�é organization, you’ll discover new opportunities to grow while you help them inspire healthier lives, support local communities, do what’s right for the planet, and make an impact. ������ٱ�é is committed to leveraging individual differences, providing people with equal opportunities, and treating each other with dignity and respect.

Few things are more nerve-wracking than asking for a raise. Dental surgery, maybe. Public speaking (without a mic!). Telling your barber you actually do hate the haircut. But sitting across from your manager, heart beating out of your chest, trying to keep your voice from cracking while you ask to be paid more money? That’s its own special brand of psychological gymnastics.

You rehearse the whole thing in your head, in the shower, in bed trying to fall asleep, on your morning commute. You imagine your boss saying, “Wow, you're right! We've been underpaying you this whole time. Here's a 20% bump and a standing ovation.�� But instead, you’re sweating through your shirt, wondering if your boss will find ��how to ask for a raise�� in your Google search history.

Asking for a raise is not some radical act of rebellion, we promise. It’s not rude or greedy. It’s literally part of the deal. You show up, do good work, and when you’ve earned it, you ask to be compensated accordingly.

But just because it’s normal ��DZ����’t mean it’s easy. That’s where this blog comes in. We’re walking you through the when, the how, the what if they say no, and even the “wait, should I just quit and become a goat farmer?�� spiral. (Spoiler: probably not, unless you're like, really into goats.)

So, shake off the self-doubt. It’s time to break down how to ask for a raise �� with confidence, with strategy, and without breaking into a cold sweat. Mostly.

When to ask for a raise (without it being weird)

Timing a raise request is a bit like trying to merge onto a busy highway. Do it too early, and you’ll get honked at; do it too late, and you'll miss your window. Hit it just right, though, and suddenly everything just... flows.

Technically, you can ask for a raise whenever you want. But if you want the answer to be “yes,�� you’ll need to play it smarter than that.

🎯 Let’s start with the golden windows for when to ask for a raise:

• Right after a big win. You launched the project. You saved the company money. You led the team through chaos and somehow made it look easy �� this is a great time to bring it a raise.
• When your role has grown. If you're doing more than what you were hired to do (and especially if you're doing work at the next level up), you’ve earned a conversation.
• During your performance review. Raises are often tied to formal reviews. If yours is coming up, start preparing now.
• At the start of a new fiscal year or budget cycle. That’s when decision-makers are planning how to spend money, so be part of that plan.

Watch this next: 30 Days to a Raise - How to Utilize End of Year Reviews to Negotiate a Promotion

If you’re asking for a raise off-cycle (as in, not during a review period or typical raise season), you’ll probably need some additional leverage. That can come from internal achievements (clear, measurable wins) or external validation (like another job offer that proves your market value).

Off-cycle raises �������’t impossible, but you’ve got to give them a reason to break the norm (no pressure). We’ll dive deeper into how to do that in just a moment.

�� And then, there are the “maybe don’t ask�� moments:

• When the company just had layoffs. Read the room. If leadership is busy figuring out how to keep the lights on, your raise request will probably land like a lead balloon.
• When your boss is in crisis mode and running on caffeine and vibes. If they’re dodging meetings and answering emails with one-word replies, it’s not the time.
• When you’ve only been in the role for two months. Even if you’re crushing it, you need a track record.
• When you’ve got no leverage and no wins to show for it, just vibes of your own. You might feel underpaid, but feelings �������’t currency.

Now here’s a spicy take: Even if you’re not planning to leave your job, you should still apply to other gigs and interview at least twice a year. This isn’t meant to be a shady strategy, but rather so you’ll know your value (and practice interviewing, a useful skill).

Interviewing helps you understand what the market is offering, what other companies are paying for your skill set, and whether your current paycheck is keeping up. It also gives you leverage. If your company wants to keep you, they’ll need to match that value, or at least come close enough to make it worth your while.

Because a raise request backed by solid wins and a shiny offer letter? That’s not just a request. That’s a business case.

How to find the confidence

I know, this might be the hardest part.

Even if the timing feels right for a raise, the little voice in your head starts whispering nonsense like, “What if they say no? What if they think I’m ungrateful? What if I forget how to speak mid-sentence?��

That voice is lying. Loudly. But it’s still there, which is why confidence is your armor.

And don’t stress if you’re shaking in your boots right now. Confidence is built, not born. You don’t have to be the loudest voice in the room or someone who thrives on confrontation �� �ٳ󲹳�’s not confidence. You just have to believe your work has value and back that belief up with preparation.

Start small. Track your wins. Keep a running list of the times you saved a project, made something more efficient, or turned a chaotic situation into something resembling order.

Practice your pitch. Seriously. Say it out loud. Say it to your mirror. Say it to your dog. (Bonus points if the dog tilts their head approvingly.) The more you hear yourself making the case, the less scary it sounds.

Remind yourself: you’re not being dramatic. You’re not being pushy. You’re advocating for your worth, and �ٳ󲹳�’s a skill, not a personality flaw.

My dad always used to say, “You already have the ‘no.’�� Translation? Your current situation is already the worst-case scenario, i.e., you don’t get a raise. So why not ask?

Confidence ��DZ����’t mean you’re not nervous. It just means you do it despite the nerves.

Go get ‘em, tiger.

Watch this next: Are You Nervous to Negotiate a Higher Salary? Follow These Tips and Learn How to Do It!

What to prepare before the ask

It’s time to supplement that confidence with data.

The best raise requests come with receipts �� proof that you’ve earned it and a plan for where you’re going next.

Before you schedule the meeting, pull together a few key pieces. This is your prep work. Think of it like building your case in a courtroom, except the jury is your boss and you’re arguing for a fatter paycheck.

Benchmark your salary

Start by figuring out what your role is worth, ideally in your industry and/or area. Not just in theory, but in cold, hard numbers.

Use tools like , , or . Filter by title, industry, company size, and location. If you’re remote, look at national averages or what similar companies are paying. If you’ve got friends in the industry who’ll talk real numbers over coffee, even better.

This data should tell you whether you’re being underpaid, or if you’re on track and are ready for a standard bump based on performance.

Quantify your achievements

Next, collect the highlights. What have you done lately that moved the needle? Think impact:

• Projects you led
• Money or time you saved
• Processes you improved
• Clients you wowed
• Chaos you tamed
  

Bonus points if you can tie your work directly to revenue or results. It’s harder to argue with, “I brought in $200K in new business,�� than, “I feel like I’m doing a lot.��

Read this next: Salary negotiation tips for remote workers

Build that business case

This isn’t just a review of your work history at your current role, either. It’s a pitch for the future. Include your recent wins and what you plan to tackle next. Got a big initiative on your plate? Mention it. Planning to upskill in a new tool or area? That counts, too!

Ultimately, you’re demonstrating why investing in you is good for the business.

Know what you’re asking for

Don’t dance around it. Go in with a specific number or percentage. For example: “I’d like to discuss a 10 �� 15% salary increase based on the expanded scope of my role and the impact I’ve had over the last 12 month��.��

Set a clear expectation; don’t just toss out a vague request and hope for the best.

If you’ve been doing extra work for months (think overtime, stretch projects, filling in gaps), bring that up too. It shows sustained effort.

Watch this next: How to Negotiate More Money & Increase Your Income

How to ask for a raise (i.e. the convo)

Okay, so you’ve done the prep. You’ve hyped yourself up, you’ve rehearsed your talking points so many times you could deliver them in your sleep. Now comes the actual conversation, which is somehow both terrifying and kind of thrilling.

First rule? Don’t ambush your boss. No one likes a surprise raise request sandwiched between a budget review and a 1:1 about Q3 metrics. Instead, ask to schedule a meeting. Keep it casual: “Hey, I’d love to set up some time to talk about my role and compensation. Would next week work for you?��

This gives them a heads-up and a chance to prepare (or at least not be caught totally off guard).

When the meeting rolls around, lead with your impact. Not your feelings. Not your rent. Just the facts:

• The work you’ve done
• The wins you’ve had
• The increased responsibilities you’ve taken on
  

Then, make your ask. Clearly. Calmly. Without rambling or apologizing.

Something like: “Over the past year, I’ve taken on XYZ, delivered ABC results, and contributed to [insert measurable outcome]. Based on that and my market research, I’d like to discuss a 10 �� 15% salary increase.��

Then �� and this is important �� stop talking.

Let them process. Fight the urge to fill the silence with nervous babble about your grocery bills or how much you “love being part of the team.�� This isn’t a hostage negotiation. Remember �� you’re already living the ‘no�� scenario where your salary remains the same. You’ve made your case; now let them make theirs.

And if the conversation gets uncomfortable? That’s okay. A little discomfort is the price of growth and, hopefully, a bigger paycheck.

What comes next: If they say “yes,�� “no,�� or “maybe later��

Alright, you’ve said the number out loud without breaking into interpretive sweat-dancing. So... what now?

Well, it depends on how they respond. Let’s break it down.

👍 If they say yes

First of all, congrats! (Insert happy dance.) That awkward conversation just paid off�� literally.

Here’s what to do next:

• Ask about timing. When will the new pay rate kick in? Will it show up in your next paycheck?
• Get it in writing. Email is fine. You don’t need a scroll sealed with wax, just a quick confirmation of the new salary and start date.
• Say thanks without turning it into a TED Talk. You earned this! Be gracious, not gushy.

🗓�� If they say “not right now��

This is the corporate version of it’s not you, it’s timing. Could be budget constraints, internal policy, or that your boss wants to give you a raise but ��DZ����’t have the power to make it happen today.

Your next move? “What would I need to do over the next three to six months to move toward a raise?��

Push for specific, measurable goals �� not vague promises like “keep doing what you’re doing.�� Then ask to set a follow-up date to revisit the conversation. If they’re serious, they’ll put something on the calendar.

Also? Write it down. Send a follow-up email recapping the conversation so there’s a paper trail.

👎 If they say no�� and mean it

Okay. Ouch. But not the end of the world.

You’ve still got options:

• Ask how to adjust your workload so it matches your current pay. If the raise is off the table, the extra responsibilities might need to be, too.
• Start looking elsewhere. If the company isn’t willing (or able) to pay you what you're worth, it may be time to find one that will. No hard feelings, just business.
  

Either way, you leave with more clarity than you started with. That’s a win.

TL;DR

Asking for a raise will never feel like a beach vacation. It’s uncomfortable. It requires guts. But it’s also one of the most important career skills you can build.

You deserve to be paid fairly for the work you do, and nobody’s going to make that case for you. Not your boss, not the HR gods, just you.

So choose your timing, gather your receipts, and practice your pitch. Then, when the moment comes, speak up!

Worst case? You get clarity. Best case? You get the raise. Either way, you walk away knowing you advocated for yourself �� and �ٳ󲹳�’s always worth it.