This quarter’s Tri-Search’s Recruiter Spotlight features Tom Brady.  Tom, a senior recruiter, has been with Tri-Search since 2018 and is responsible for the full life cycle recruiting for multiple full-time opportunities across multiple industries. A top performer, Tom brings a wealth of experience from his time at Korn/ Ferry, FutureStep (as an Industrial Vertical Lead) and from serving as an Independent Consultant to multiple fortune 500 companies.

Allison Halpern, Managing Director of Tri-Search, says, “Tom has taught us all so much; we are so lucky to have him as part of the team.” 

“Tom leads by example with extraordinary execution and teamwork,” adds Steve Aylsworth, Managing Partner and Founder.  “Tom always executes his searches in an efficient manner satisfying both the client and candidate experience.”

We spoke with Tom about his time spent with Tri-Search, his views on recruiting and his advice for job seekers. 

What has been your most satisfying (and your most challenging) job fills while at Tri-Search? 

TB: The most satisfying job fill I’ve had was the last one I filled! As far as most challenging, every job has its own unique challenges, but I would say that the hourly roles are very challenging.

What do you like most about the recruiting process?

TB: I enjoy making offers and filling roles for our clients. I get a real sense of accomplishment when I successfully close a requirement.

What are your thoughts this far on your time spent with Tri-Search?

TB: I enjoy being valued and recognized for driving the recruiting process to conclusion.  I also really enjoy being part of the supportive team and collaborative culture here at Tri-Search.

What advice would you give people looking to change jobs? 

TB: In today’s economy, make the best decisions for you.  In the great economy you have a significant amount of choices; pick a company for the long haul, not just for a short-term benefit. 

To learn more about Tom Brady, Tri-Search and the other first class Tri-Search Team Members, click here:



Jordan Kaliher Promoted to Training Manager of Tri-Search


(Denver, Colorado, September 2019) Tri-Search, the international full-service talent acquisition company that is emerging as an industry leader due to its highly successful new Customized Project Recruiting (CPR) Model, announced today that Senior Recruiter Jordan Kaliher has been promoted to Training Manager, effective immediately. Kaliher will continue her day to day duties as Senior Recruiter as well.

Jordan Kaliher began her recruiting career at a global staffing firm where she was the top producer and managed a team of recruiters.  Jordan is relationship-oriented and utilizes her degree in Industrial-Organizational Psychology from Colorado State University to ensure the right match between candidates and clients.  

“We are so excited for Jordan to take on this role,” states Allison Halpern, Managing Director of Tri-Search.  “In her time at Tri-Search she has always served as a natural mentor, so we are happy to formalize this role emphasizing her strengths.”

Jordan responds, “I am honored to have been selected as our Training Manager! I look forward to fostering a culture of excellence and helping ensure we always provide the top talent for our clients.”

To learn more about Jordan Kaliher and the rest of the accomplished Tri-Search team and their Customized Project Recruiting approach, click here:



Tri-Search Adds New Senior Recruiter Ian Maxwell to its Rapidly Expanding Nationwide Team


Tri-Search, the international full-service talent acquisition company that is emerging as an industry leader due to its highly successful new Customized Project Recruiting (CPR) Model, is proud to announce the addition of Ian Maxwell, Senior Recruiter, to the team.

Maxwell’s passion for recruiting began with his work in Career Services for the University of Connecticut and as such he offers specialized experience in technology infrastructure and software development. Ian lends an energetic and personalized approach to recruiting while helping organizations hire with the big picture in mind. His approach is driven by the belief that great hires are made when management and recruitment work as partners to understand the strategic needs underlying each unique position.   

John Grahame, Managing Partner and Founder of Tri-Search says, “Ian’s background within recruitment is the perfect blend of teamwork, grit and determination and he has a well-rounded grasp of all functional recruitment areas. We are thrilled with what Ian can bring to the team and Tri-Search as a whole. Welcome Ian!”

When he is not recruiting, Ian is also an avid musician and teacher. With experience directing bands and acapella groups, his experience includes performances at Carnegie Hall and opening for acts including The Drifters, Blues Traveler and Toto. He currently enjoys his role as keyboard player and vocalist for Denver-based Funk band Lavender Jones.



Tri-Search Recruiter Spotlight

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This quarter, Tri-Search’s Recruiter Spotlight illuminates Jordan Kaliher.  Jordan joined Tri-Search in 2017 as a Senior Recruiter, coming from a global staffing firm where she was a top producer and managed a team of recruiters.  Jordan is relationship-oriented and utilizes her degree in Industrial-Organizational Psychology from Colorado State University to ensure the right match between candidates and clients. 

 Tri-Search couldn’t be happier to have Jordan on their team—

 “Jordan fits our culture.  She is hard working, competitive and a team player!  She was one of our leaders in placements in her first year with the company and we are fortunate to have her as a part of Tri-Search.”
-       Bob Aylsworth, CEO & Founder

 “Jordan displays the personality, teamwork approach and recruitment skill set that thrives in the competitive industry of recruiting... Always first to raise her hand and jump into any search or project to assist a team member, she is a true professional that we are extremely proud to have as part of the Tri-Search family.” -       John Grahame, Managing Director & Founder

“Jordan is diligent, thorough and has been extremely successful within a wide variety of positions and industries.  Being a placement leader for the company, Jordan exemplifies the integrity and client-centric approach of our firm.” -       Steve Aylsworth, Managing Director & Founder

 “Jordan epitomizes talent; she is tenacious, eager and never afraid to jump in with new ideas.  She serves as a role model and a resource for our new employees.” -       Allison Halpern, Managing Director

We spoke with Jordan about her time spent with Tri-Search, her views on recruiting and her advice for job seekers. 

What has been your most satisfying (and your most challenging) job fills while at Tri-Search? 

JK:  My most satisfying job fill was placing a new Division Manager at a leading manufacturing distributor.  This position is an extremely visible role for the client, so the process was lengthy.  It was about 14 months from kick-off to signed offer letter.  The candidate was very passive in his search for a new opportunity and was patient throughout the course of the process.  He started earlier this week, and I can’t wait to see what he is able to accomplish!

The most challenging position was working on a Continuous Improvement/Quality Manager for a leading, global packaging company.  The requirements for the role changed a few times throughout the course of the search, and the location wasn’t the most incentivizing place.  However, we were able to find the perfect candidate who started last September! 

What do you like most about the recruiting process?

JK:  I love partnering with clients to determine exactly what they’re looking for and then the challenge of finding people that meet those specifications.  I love the opportunity to help clients and candidates find each other to ensure the right fit, long-term.   

What are your thoughts this far on your time spent with Tri-Search?

JK:  I can’t speak highly enough about Tri-Search and the team we have in place.  The leadership team is extremely supportive – personally & professionally.  They empower us yet are always there to help.  The team we have is wonderful, even though we work remotely, everyone is willing to lend a helping hand.  We are there to celebrate all of each other’s victories, as well as empathize with each other.  

What advice would you give people looking to change jobs? 

JK:  Network as much as possible!  Also, make sure to do your homework on the company and have specific reasons why you’re interested in working for them.  You should interview the company as much as they interview you to determine if it will be the right fit long-term.

Any personal details you’d like to share? 

JK:  I am expecting my first baby this month!



Tri-Search is a Finalist in the 2019 Colorado Companies to Watch Awards

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Tri-Search is proud to be a finalist in the 2019 Colorado Companies to Watch Awards!

Colorado Companies to Watch (CCTW), sponsored by Bank of America Merrill Lynch, is a unique program that honors 50 high-performing second-stage companies from across the state. 

“The 2019 Colorado Companies to Watch Finalists represent our state’s thriving business ecosystem,” Sam Bailey, Chair of CCTW says. “We're proud to recognize these growth-oriented companies that are adding new jobs, innovating industries and enhancing communities across Colorado.”

Founded in 2009, CCTW recognizes the contribution high-growth small businesses make in Colorado’s economy through job creation, revenue generation, innovative products and services and philanthropic efforts.

Second-stage companies are those that have moved past the startup stage and into a period of growth. The 2019 Finalists selected significantly impact the state’s economy by collectively providing thousands of jobs and contributing millions of dollars in revenue while representing Colorado’s diverse economic landscape. 

CCTW receives more than 1,000 nominations each year and narrows down to 100 Finalist companies. Of these, 50 winners are ultimately chosen by CCTW's volunteer judging panel. Winners will be announced at the 11th Annual Gala Awards Dinner on Friday, June 21, 2019 at the Denver Marriott Tech Center. Registration for the event will open soon at



Stoking Candidate Interest: An Often-Overlooked Aspect of Recruiting


November, 2018. By Louis Freda.

Most information regarding the difficulties of recruitment nowadays seem to focus solely on trends and the challenges of tech and sourcing but not what could primarily be considered the most important aspect of recruiting; candidate interest.  Ask any in-house HR professional and they will say capturing and piquing a potentially strong candidate’s interest is key to any on-boarding process.  As such, specific practices by the internal HR department and hiring manager are key for a candidate‘s desire to work at that employer.

The most critical of this process is the on-site interview--- a setting where the HR team and the hiring managers can articulate the story of why the candidate should want to work at their company. 

The following are simple bullet points to keep in mind to help secure potential candidate’s attention and interest in your company:

Candidate Engagement:

  • Exude excitement about the company – The Vision and Mission Statements

  • Be outgoing, approachable with ease for conversation

  • Detail the exciting work and direction of the company: new products, R&D, growth, acquisitions

  • Share a vision on the candidate’s contributions of their work and promotional opportunities

  • Have prepared materials of the company i.e., recruitment videos, fold-out informational placards illustrating the company’s history and direction, mementos to carry home, brochures of the various benefit plan details

  • Make sure your company’s branding is streamlined and on-point throughout the process 

Post Interview(s):

  • Thank the candidate for their time and attention in interviewing

  • Explain the steps in the interviewing process to point of offer, even if the determination is not to move ahead

  • Request the candidate’s input/feedback on the interview, their likes and dislikes of the information provided and the role

  • Request the candidate’s input/feedback on the company, (feedback works best both ways)

  • Ø  Inform the candidate ASAP of the interview outcome, if there will be or not next steps in the process

  • *Offer feedback (positive and areas to improve) so the candidate gains insight to improve for other interviews

Offer Stage:

  • Even prior to scheduling an interview, gauge the candidate’s interest and desired level of total compensation, including salary, short team bonus, (LTIP and stock if applicable)

  • Determine the market value of the position, and the candidate’s experience and proceed with a competitive offer

  • Introduce the offer to the candidate, request their thoughts, listen to their desires to move specific financial and non-financial offerings

  • Determine if the candidate’s demands can be met, make a final offer and request acceptance or not, have the offer written and sent to candidate immediately

  • Do not negotiate; the back and forth is counterproductive to both parties

Securing qualified, new employees begins by grabbing potential candidate’s attention and creating a certain buzz about your company.  It should be a destination and environment candidates want to tell their friends and co-workers about and look forward to coming to interview at.  This begins with the internal HR team and those conducting the candidate interviews (including any potential third-party recruiting firms, (such as Tri-Search or Morgan Samuels) and should follow through with streamlined and strong company branding throughout. Thoughtful best practices should be followed throughout the interview process, wholly respecting the candidate from the get-go.  Lastly, the more communication and feedback from both the company and the candidate regarding the process, the better it is for all involved.



Tri-Search Recruiting Taps Mike Tastle to Head Texas Market

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Rapidly growing recruitment firm rosters experienced partner while strengthening their national reach.

(Dallas, TX. September 11, 2018) Tri-Search, the international full-service talent acquisition company that bills its reputation as creating great teams by being one, proudly welcomes Mike Tastle to its lineup. Tastle joins Tri-Search as a Managing Partner, tasked with opening new offices and further expanding the reach of the company’s proprietary new Customized Project Recruiting (CPR) Model to the Texas market.

Mr. Tastle brings an extensive, twenty-year background of Talent Acquisition experience to Tri-Search, including executive search, corporate consulting and Recruitment Process Outsourcing (RPO) industries. “I am unlike 99% of recruiters in the world in the respect that [recruiting] is in my blood. I did not ‘fall into it,’ I was born into it,” says Tastle.  “It has been a job in my family for several decades.”

“We are all very excited to have Mike join the team,” states Bob Aylsworth, CEO of Tri-Search.  “Mike shares every one of our values: trustworthy, competitive, versatile, creative, composed under pressure and always having fun. Because of this, we know he will be tremendously successful.” 

John Grahame, Tri-Search Managing Partner, adds, “Mike Tastle joining the Tri-Search team represents an exciting time in the evolution of our recruitment firm. Mike’s experience over his 20-year career is second to none in the recruitment industry while his versatility, professionalism, knowledge and personality makes him a must hire for Tri-Search!  We are extremely lucky to have him & his presence in the Texas market will enable Tri-Search to continue our company- wide growth to expand our reach and better serve our clients.”

"I'm super excited about joining Tri-Search and their incredible team,” says Mike Tastle.  “With a deep level of recruiting experience of all the team members, 100% referenceable clients, and a true desire to do what's right for both clients and candidates, this team is poised to continue it's phenomenal growth and I'm fortunate to be a part of it."

Prior to joining Tri-Search, Mr. Tastle was the Chief Operating Officer of Accolo, a recruitment process outsourcing company. Mike joined Accolo in June of 2015 as Vice President of Customer Success and in 5 short months was promoted to Senior Vice President and tasked with overseeing all functions of the business. With a proven ability to lead a team, he turned around a declining organization and led the company to its first year of growth in over 6 years. Mike graduated from Southern Methodist University in Dallas, TX with a BBA in Business Management and Psychology.  He is married with 1 daughter and lives in Dallas, TX.



The (True) Cost of a Bad Hire


It’s almost inevitable that at one time or another a company’s on-boarding process, even within an abundance of good intention, resource and research, will allow a bad hire to sneak through the cracks.

What are the true costs associated with having to deal with this disappointing, new employee?

The financial cost of a bad hire can run a few hundred, to hundreds of thousands of dollars and with The U.S. Department of Labor pinning the price of a bad hire at around 30% of that employee’s first year’s earnings, it’s easy to see how quickly the costs of a bad hire can add up. In fact, when Zappos discovered that they were spending upwards of $100 million on bad hires, they actually began offering $3,000 separation bonuses to new employees should things go south in the first few months.

Hopefully, separation bonuses won’t have to be part of your company’s bottom line but even the best of organizations experience bad hires. In fact, according to a survey conducted by Glassdoor and Brandon Hall Group, 95% of employers suffer from a bad hire every year.

Key findings from that report include:

·       Organizations that lack a standard interview process are five times as likely to make a bad hire.

·       Organizations that invest in a strong candidate experience improve their quality of hires by 70%.

·       Organizations that invest in employer branding are three times more likely to make a quality hire.

The most common reasons why bad hires sneak through the process include:

·       Rushed processes: companies needing to fill their positions ASAP.

·       Insufficient research and poor sourcing.

·       Inadequate references and background checks.

·       Weak employer branding and lack of cultural education.

A bad hire can quickly make their mark on their new company:

·       Loss of Productivity: Poor job performance directly affects bottom line company productivity.  Also; consider the missed revenue and productivity opportunities that may never present themselves, due to underperformance or vacancies. 

·       Relocation & Turn-over Fees: Incurring replacement and possible relocation costs, especially if the company has to replace the bad employee with a newly relocated one.

·       Litigation Fees. Hopefully the bad hire doesn’t become worse, but a company needs to be prepared as many states are very pro-employee.

·       Weakened Employer Brand: A poor hire can also directly affect your company’s brand in various negative and public ways, notwithstanding having to re-hire any high-visibility positions in a short period of time.

·       Loss of Customers: A bad apple can quickly turn even the most loyal of customers off a brand. 

But perhaps the truest measure of a bad hire is in the fact that one underperforming or toxic employee can act as a contagion infecting the entire workplace. Here, concrete reporting of the ill-effects of a bad employee are difficult to quantify but quick to impact. Other employees may find their productivity faltering due to the fact they are faced with picking up the bad hire’s slack.  Office moral suffers.  Brand culture is dinged. Sometimes, the bad hire can introduce caustic effects to the office place; including bullying, in-fighting, time-wasting, name calling, etc. Any or all of these behaviors will quickly degrade a company’s culture for every employee across the board. Thus, the true cost of a bad hire goes beyond the loss of revenue, opportunity and loyal customers, to quickly become a voraciously mutating virus that when left unabated, can quickly take down the entire ship.  Bad hires, although common, must be avoided at all costs. 

Although companies face upfront expense in terms of time and money while onboarding new employees, we can see from the many debilitating effects of a bad hire that this upfront effort is more than worth it.  A surefire way to avoid bad hires is to tap an experienced and trusted external recruitment firm from the get-go.  Examples of such firms are the rapidly growing Tri-Search for their coveted customized project recruiting process, PeopleScout operating within the RPO sector or Morgan Samuels operating within the executive search space.

Perhaps Steve Jobs said it best-- "The secret of my success is that we have gone to exceptional lengths to hire the best people in the world."

Here’s to happy (good) hiring.



8 Reasons to Choose an External Recruitment Firm Over an In-House Team


The core of any business is its people. So where do you start when it’s time to build?  Do you create your own internal recruitment team or do you go out and find a proven, experienced recruitment firm to do the heavy lifting for you?  Or perhaps it’s a little bit of both?

The pros of creating your own internal recruiting firm include potential cost savings as well as being able to have an internal team that literally lives and breathes the company’s culture. Yet as enticing as these benefits may be, there’s still a strong case to be made for utilizing an external recruitment firm.

The following is a list of 8 reasons why to use an external recruitment firm over an in-house one:

1)    TEAM. Hiring a single, external recruitment firm gives you access to a large team and a set of powerful tools to help your recruitment process. The firm will assign a full team to all of your recruitment needs, including an account manager, recruiters, sourcers, recruiting coordinators, and more.  You will also receive the latest in search technology, including ATS, metrics, etc. as well as compensation sheets when going to offer, reference checking, intake call forms and an instant database of thousands of candidates to network with starting day one. Trying to match this same breadth of recruitment experience by hiring an internal team may be challenging and take up valuable time.   

2)    TURNKEY.  An external recruitment firm is usually a very turnkey experience.  One call can set in motion the full power, experience, connections and technology of that firm to benefit your company immediately

3)    CORE. To an external firm, recruiting is their core business.  Outsourcing always makes sense if it’s not your core competency.

4)    PASSIVE CANDIDATES. Most in-house recruiters don’t have the bandwidth to go after passive candidates. Either they don’t have the time or it’s frowned upon to directly poach from competitors by reaching out and connecting with currently employed candidates. External firms, such as Tri-Search, pride themselves on sourcing, attracting and landing top passive candidates. It's critical to have a proven track record of recruiting passive candidates in this very candidate-driven market. 

5)    SPEED.  A good recruiting firm can fill key positions in 60 to 90 days or faster. It could take a year or more to find and/or completely build an internal team to do all the work. 

6)    BRANDING. Although there’s a case that an internal HR team will truly know your business, a reputable external firm will incorporate learning your business as part of their tools and even be able to create unique branding initiatives. An external team will also have the tools to help brand your company as part of the job search with streamlined brand and job messaging across the job landscape as well as being able to offer marketing add-on’s such as candidate videos and company bios.

7)    INSIGHT & PARTERNSHIP. Sometimes the best insight comes from the outside. Hiring an outside firm helps give top executives inside the company a fresh look and 3rd party perspective not only at their business, but their people and processes. A partnership should be formed that benefits both companies in terms of creating positive company culture and adding to the bottom line.  

8)    COST. Although it can seem to be more cost effective to build in-house, there’s really no way to compare the wealth of experience, tech and tools you receive with an external team. And an experienced firm will always present up-front pricing with long term guarantees ensuring you get top quality hires.  

Sometimes, the recruiting process may require a combination of using both in-house and an external company… If you still are considering moving or building your recruiting team in- house, utilizing an external firm to help partner with you in the process is definitely a viable option. 

A trusted partner can aid in the transition by:

  • Providing a breakdown of the current state of the recruitment department
  • Providing a breakdown (goal) of the future state of recruitment department
  • Outlining process documents and standard operating procedures
  • Developing and define all the tools, templates and processes
  • Ensuring the proper dashboard, metrics and KPI’s (Key Performance Indicators)
  • Aligning training with the new process

Choosing an external recruitment firm for your hiring needs is usually a win-win proposition. The overall takeaway is to make sure you align with the proper partner that provides the right level of professionalism, pricing and execution for the new plan.   



10 Questions to Ask Your Recruiting Partner

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As the economy continues to recover and thrive, more companies are looking to hire and although some companies may try to go it alone, most will be looking to partner with an established, successful recruiting firm to help get the job done. 

The recruiting landscape is cluttered with a multitude of new and varying recruiting companies all vying for your business. With the advent of new aggregate technology, more and more recruiting firms pop up promising ‘quick fills, proprietary methods, and top candidates.’ So how do you go about securing a successful partnership with the strongest and most relevant recruiting partner for your company? 

It helps to know which questions to ask.  

1.    How long have you been in business and can we speak to your references? 
o    Established recruiting firms are obviously head and shoulders above the newer and less experienced recruiting firms.  Firms that have been in the business a long time should also be able to provide a long list of satisfied clients.  Top firms should be able to say they are 100% referenceable.  
    TIP: Dig through a recruiting firm’s references for past clients and candidates to uncover both client and candidate satisfaction.

2.   Will you show us all of your work? 
o    A successful recruiting firm will stand by their processes, from start to finish. Asking this up front will not only illuminate a firm’s internal processes but also you, the client, to have all the information from the search.  

3.    Who will be doing the work/ and what is their experience level?
o    Sometimes a recruiting firms’ executive may sell you their services; only to have very low (or worse yet, outsourced) employees do all the heavy lifting and recruiting.  Again, in a quest to be transparent with one another, the firm should be up front with you as to who will actually be pulling the levers daily on the other side.  
    TIP: An established successful firm should have Senior Recruiters with multiple years of recruitment experience. 

4,    How many of your accounts have you made multiple placements?
o    An established firm will always be trusted to fill multiple placements within the same account. 

5.    What is your guarantee? 
o    It seems everyone offers a guarantee nowadays but the better firms will obviously be able to stand behind stronger and more robust guarantees.  
    TIP: Look for a six-month minimum guarantee.

6.    Will you be submitting your candidates to only us, or to other companies as well?
o    A very important question to ask, as most firms are constantly multi-tasking multiple clients. But a reputable firm will keep the accounts separate and never show a candidate to two different clients at the same time.  

7.    Do you find passive candidates or just through your database?
o    Of all the questions to ask a potential recruiting partner, perhaps this is the most loaded.  The more successful firms, such as Tri-Search, pride themselves on sourcing passive candidates; ones who are gainfully employed. 
    TIP: The best candidates for your open requisitions are more often than not, still employed by someone else.  This is the difficult part about filling your openings and why a strong recruiting partner, who identifies passive candidates, is a must.  

8.    If speaking with a specialty firm, ask if they have off-limits that potentially will make you miss out on candidates?
o    Some recruiting partners are specialists (within market niches) and are inundated in a particular industry. Because of this, they will have off-limits on certain companies that you might want to go after. The best way around off-limits is to utilize a generalist recruiting firm who can build large relationships per industry and are able to go after all targets so no quality candidates are missed due to off-limits.
    TIP: Specialty firms can be effective and make good placements, but….you must guard against “off-limits” as specialty firms may have some blockages. At the same time generalists may not have the exact expertise of a specialty firm but recruiting is a process and many times the generalist process can overcome this with no blockages.

9.    Do you direct source from target companies?
o    Recruiting firms should always attack direct target lists provided by the client.
    TIP: Direct sourcing from a targeted list from companies is the backbone to passive recruitment. Post and pray and database methods are not foolproof, so sourcing from the target list is always needed.   

10.    What are your fees? 
o    Detailing of fees should always be discussed up front, with no hidden costs or surprises along the way. Both companies need to know exactly the billing roadmap in their partnership.
    TIP: Discounts should be provided for multiple searches along with project pricing opportunities for project recruitment initiatives like Tri-Search provides with their CPR Solution. 

Hopefully these questions will point you in the right direction of an established recruitment firm and a successful partnership. 

Happy hiring in 2018! 



A Recruitment Partnership that makes Dollar$ and Cent$: The Benefits of Adding a Human Capital Solution to your Bottom Line


In today’s increasingly competitive business environment, every nickel counts. Companies are fighting to stay in the black and are constantly monitoring their costs every quarter.

A great way to save a company’s money while they continue to make money is by partnering with a recruiting firm. A full-service recruiting firm will customize a bundled solution that will be cost effective for an organization while allowing the business to focus on their core competency. Throughout the partnership, the recruiting firm continues to bring in and add valuable employees, which in turn adds to the company’s bottom line. 

A firm like Tri-Search will customize a bundled solution for a company that gives that company access when their needs change, as well as provides access to the latest technology and recruitment methods. 

John Grahame, of Tri-Search, explains that “partnering with a recruiting firm helps to unburden a company’s HR Team which will in turn let that team focus on the core HR needs outside of recruitment.”

Engaging an outside recruitment team will also allow for the peaks and valleys in your hiring needs.  Not adding fixed overhead is essential when seeking to maximize your profits.  Recruiters are resourceful and can attract talent quickly and the right partner will serve as an extension of your existing workforce.

Lastly, and imminently important is decreasing turnover.  Turnover among your employee base is expensive. Onboarding employees and training is costly, once the investment is made you want to amortize it as long as possible and retain employees to establish your culture and focus on growing your organization. 

The right partnership will yield all of the aforementioned cost savings benefits, and in return your organization will grow from having the right people in the right roles. 

Win, win for all!




Utilizing AI to Qualify Quantitative Search Results

Today’s search landscape has solved how we discover the data; now the question becomes, how do we make sense of it all?

Today’s search landscape has solved how we discover the data; now the question becomes, how do we make sense of it all?

The modern day hiring process is chock full of immediate and quantitative search results full of robust background information and experience across the world wide web. Companies such as LinkedIn and software like Bullhorn has mastered the ‘search result’ – giving recruiters innovative new tools to source relevant candidates for open requisitions. But this technology is limited in its scope, returning candidates based mostly on current job title and listed past experience. How is the recruiter to know how good the person is and how well they will fit into the hiring organization?


That’s where artificial intelligence is beginning to make its mark within the search industry. Recently, AI has been deployed to tackle a range of issues across many different industries. Within human resources, new startups (such as Leap.AI) believe artificial Intelligence can be used to help solve the age-old question: how do I find the best people for the best job? This is true even more so in the tech world, where there are so many similar resumes and experience; it’s tough within the vast search result to unearth the best candidates.

Companies, such as Leap.AI are creating efficient software that will be able to search through the ‘search results’ mapping individual skills, experience and interests to the demands and culture of employers.  Their AI software aggregates all relevant data on the individual to create a more complete picture of the candidate. 

AI is also using the process of reverse engineering to predict a potential candidate’s performance in the role and solving the matching problem by having each organization create algorithms customized to the unique needs of their culture, taking into account their individual definition of success.  Utilizing this as a start point, software such as Skymind can help make sense of the mountains of search result data and return the candidate with the best ‘fit.’  

“We’re excited to embrace artificial intelligence as the next best tool to use in the industry,” states Steve Aylsworth, founder and a managing partner at Tri-Search Recruiting. “LinkedIn offers a great sourcing tool but it also takes many manual hours of our staff to source through all of the search result data. With the implementation of new tools and methods of AI, we are able to more quickly align the true intention of the candidate, to the true intention of our client.”


AI is also being used to shorten the hiring window itself.  The healthcare industry utilizes AI for something called Survival Analysis which analyzes the time to an event, such as a patient’s expected time before recurrence of a disease, or a hospice patient’s expected time before death. HR flips the script and puts this AI to use in recruiting, analyzing the time for open jobs to fill (or for the open req to ‘die.’)

AI measures how difficult the open requisition will be to fill, based on historical data of similar job openings, companies and available candidates, allowing for better planning up front on how many resources a company should put towards a particular job search.  Accuracy is also important, AI is able to evaluate the precision of the search, further pinpointing the best candidates for the job.


AI is also taking on a SIRI, Terminator, futuristic role as well in the recruiting world.  Meet MYA, the newest job recruiting and application tool.  MYA is an AI created by FirstJob to automate up to 75% of the recruiting process and she is about to revolutionize the talent pipeline.

MYA is the first fully automated recruiting assistant who is able to engage with potential candidates, can ask relevant questions based on the requisitions and is able to provide personalized updates and advice to the recruiter. Ultimately, MYA takes all the relevant data from the candidate and turns it into a fully realized, pertinent database return for the recruiter, saving the recruiter hours of manual labor and research. 

The advent of AI into human resourcing is an exciting and fairly new event. It will be exciting to see just how far (and how helpful) this young, burgeoning technology will apply to sourcing jobs in the generations to come. 



The Overlooked Importance of Candidate Engagement


Both companies and recruiting firms always seem to claim they understand the importance of “engagement” but are they really practicing it?  Candidate engagement is the art of making the candidate feel that they aren’t part of a transaction but instead feel like companies are truly helping them create a better life for themselves and their family.

Candidate Engagement becomes even more important when those candidates are passive. Allison Halpern, Managing Director of Tri-Search Recruitment Firm, states, “If we focus on the opportunity and growth for the specific role, rather than focusing on just skills and experience, we will be able to better illustrate to the candidate a brighter future. Many job descriptions will focus solely on the simple skills needed for the new position. However, those details aren’t going to convince top candidates to leave their current organizations and join a different one. Instead, when talking to candidates, focus on growth opportunities and specific projects that will pique the candidate’s interest.  All of these components when combined, will show the candidate the impact they will be able to create within the new organization and the future success they will have within their new role.”

A company’s kick off conversation should always include these key questions to instigate greater candidate engagement and let them know this new opportunity is better than their current situation:

Ø  “Why would a top person accept this job?”

Ø  “What are the growth opportunities?”

Ø  “What will this person learn and become?”

Ø  “What would this person need to achieve in order to be a top performer?”

Ø  “Why is this job better than comparable jobs?”

Recruiters need to add these questions to their interview:

Ø  “What’s the most satisfying job that you’ve ever had?

Ø  “What made it so satisfying?”

Ø  “Does your current job offer you that?”

Ø  “What’s missing?”

Ø  “Is that your dream job?” If yes, “Why?” If not, “Why not and what would it take to make it one?”

Aside from acting as more stimulating ‘ideas’ behind the new opportunity, all of these responses will be used as selling points when it becomes time to close this “passive” candidate.  Additionally, this information will help the recruiting firm show the Hiring Manager the trajectory of the candidate and the impact of their value add to the new company. 

To learn more about powerful candidate engagement, visit





How to Attract, Retain and Work with Millennials

Being able to successfully attract, retain and work with this new generation begins by understanding the unique ways in which Millennials see their world.

 By 2020, Millennials (defined as people born from 1984-on) will make up 50% of the global workforce. Being able to successfully attract, retain and work with this new generation begins by understanding the unique ways in which Millennials see their world.

According to the Harvard Business Review, in order or importance, Millennials want--

1) Their work to be meaningful

2) To help the environment and society through their work

3) To interact with cool and interesting people

4) To find prestige in the company they work for

5) To maintain work-life balance

6) To progress in their careers

7) To achieve financial security

8) To start their own businesses. 

As you can see from the above list, although the themes of what the Millennial wants may be similar to past generations, Millennials embrace a much different approach and idealism to their burgeoning careers than generations before them.

Interestingly, the current generation has given Millennials somewhat of a bad name. Millennials have been called lazy, but this can be attributed to their want of a work-life balance. They have been called disloyal but this can be due to their desire to progress in their careers to ultimately start their own businesses. And they have been called ‘prima donnas’ but this could be because they have such lofty expectations such as helping the environment or the greater good through their efforts or their desire to work with ‘cool’ and interesting people. Like any emerging generation to the workforce, the previous generation must adapt and embrace a new set of ideals and personalities to continue to thrive. If your company isn’t educating itself on these up and coming candidates and their unique take on the world, it will quickly find itself failing to prosper in an ever-evolving world. 

Steve Aylsworth, a Founder and Managing Partner of Tri-Search Recruitment Firm, states, “It’s a certain reality now that this generation will be a major influence in the workplace. Here at Tri-Search, we have found that providing a very authentic sense of purpose for the company has played a major role in attracting and retaining Millennial talent. It is no longer just about a job well done but more about why should I do this job well?  We have seen that as companies have further defined their purpose or their “why” that this has inherently attracted more of the passionate and purposeful Millennial workforce.”


Millennials treasure openness, ethics and social impact. Luckily; these are all very strong morals to have and your company, if it isn’t already, should be openly practicing the measure of some, if not all, of these cultures. When placing ads or searching for new candidates, remember to tout the ethics of your company. Don’t just explain the job qualifications but describe the work place environment, the sense of community, the greater good your company strives for. It doesn’t hurt to always go back to and include your mission statement when searching for new hires. Educate potential Millennial candidates on the why of your company; not just what you need. This will check the box for Millennials searching for a new opportunity who yearn for a sense of greater purpose and social impact to their work. 

Also, tout the culture of your company. Millennials yearn to work with interesting and cool people. What makes your work culture unique? Fun? Different? Innovative?

A common thread that travels through all of these new Millennial expectations is change. With all of the unpaid internships, the different and exciting new startups popping up coast to coast, Millennials embrace a sense of change; rather than run from it. With that said, loyalty becomes a thing of the past. No longer are these employees willing to sign up for the long term and localized white picket fence. Instead, Millennials almost expect multiple, different stepping stone jobs on their way to ultimate financial security. Change is to be expected, and as such, embraced. That said, foster a sense of ‘change’ in your own internal workplace. Mix things up. Take people on company retreats. Look to fill new leadership roles from within. Relish the fact that your company should reflect the Millennials viewpoint and always be changing to reflect the times. Stay current and fresh and avoid stagnation at all costs. 

The fact that change plays such a key role in Millennial’s lives makes attracting them to your company quite easy (as they are always open to new opportunities) but retaining them becomes a different story…


A key ingredient to retaining your Millennial hires is to foster diversity within your work environment. Millennials embrace diversity and want to feel like they are part of a new, more liberal and diverse culture. This starts from the top down; remind your leadership to lead with a sense of pride and inspiration, as well as diversity. 

Give a sense of purpose to the Millennial’s work, above and beyond that of the work’s general duties: find ways for Millennials to contribute not only to the greater good of the company but to the greater good of the immediate (and greater) environment and society. This may mean going back to your initial mission statement and abiding duly by it.  

Keep it positive. Millennials, since they are open to change, are keen to move if they feel a workplace environment is toxic or negative. Again, remind your leadership to keep it positive, day in day out; this should be a mantra for any company, not one just seeking to retain its Millennials.  “The pay was OK, the commute couldn’t be shorter, but the toxicity of the environment made my skin crawl,” says Kevin Matthews, a Millennial working at a tech start up in Silicon Beach. Kevin continues, “Even one negative person on a floor can taint the entire team and I felt I needed to look elsewhere, or else succumb to the negative vibes.”


Great, your company has successfully attracted, hired and retained the Millennial. Now, how do you work alongside the new generation seamlessly and successfully?  With Communication. Millennials inherently embrace an open and honest sense of communication. Sure, this communication may come in different forms; social media, skype, technology, eye to eye, but if it’s one thing Millennials are good at, it’s communicating.  Millennials crave an ongoing, immediate sense of feedback. And keep it real. Honestly is key. Millennials can sniff out negativity and rationalizations. Play to their sense of greater good. Their sense of making today a better tomorrow. Pay it forward. And talk about it.

A “cool’ culture…

Should I get a foosball table to keep Millennials around? A beer keg in the kitchen? In short; no. The free snacks (just make you fat) the open floor plans (phone calls?), the hip art on the walls (eccentric overload), even the foosball and pool tables (anyone working??) won’t keep the Millennial happy. Instead, embrace that corporate culture and cultivate it through adventurous, bonding company retreats. Talk about and offer sound health coverage, solid 401k’s. Figure out how your company fits into society and discuss ways to improve both. Hire coaches to sustain internal career development and even personality enhancement.  Hire a diverse and interesting group of people. And most of all; construct a fair pay structure and stick to it. 

Attracting, retaining and working with Millennials is sure to be a hot topic as more and more of this emerging generation pours forth into the current workplace. The best way to learn about Millennials is to source, hire and retain them first hand. Each experience will make your company not only more adapt at acquiring this innovative, new workforce, but also more understanding of the emerging world your company will find itself operating under in the years to come.





Teamwork at Tri-Search Anchored by Rising Star

Rapidly rising recruitment firm celebrates the promotion of one if its most loyal and trusted team members.

Tri-Search, the international full-service talent acquisition company headquartered in Denver, Colorado, has been rapidly emerging as a leader within the Recruitment Industry landscape.  A large part of Tri-Search’s burgeoning success is due to their proprietary Customized Project Recruiting (CPR) model that has attracted the attention of numerous Fortune 500 CHRO’s nationwide. The new model, as well as the firm’s overall ascendancy, can be attributed to the seasoned and talented team Tri-Search has internally put together. Anchoring that team with grit and unshakeable talent, is Managing Director Allison Halpern.

Allison’s role as Managing Director at Tri-Search has recently been expanded to cover the entire internal recruitment team. Ms. Halpern has successfully built and led operations for both executive search firms and RPO companies alike.  She has now blended both of those experiences to help build out and lead Tri-Search's newly created CPR model that CHRO's are adopting at a record rate.  

The founders and managing partners of Tri-Search have this to say of Allison. “She has a refuse-to-lose attitude and stays loyal and committed to her company, her team and every client she works with,” states Bob Aylsworth.  

“With over 20 years of complete life-cycle recruitment experience, Allison has been the engineer in building Tri-Search's CPR recruitment machine,” adds Steve Aylsworth. “Allison is a very talented recruiter and her client-centric execution has led to multiple CPR annual agreement renewals. Allison's ability to execute at this level has been a big contributor for Tri-Search becoming a difference maker and trailblazer in the recruitment landscape."  

John Grahame simply says, “Allison Halpern is a rockstar and without her knowledge, recruiting experience and business acumen, Tri-Search would not be where it is today. She is the type of person that will find a way to accomplish the goal at hand for our clients no matter what circumstances have been thrown in her direction. She is someone you want on your team.” 

Prior to Tri-Search, Allison was one of the original co-founders of TriWorth where she ran all of the businesses operations. Before that, Allison was an Executive Vice President at JobPlex and was head of research for the East Coast division of DHR International. She managed 65 researchers in addition to serving as the Account Manager to a DHR Board Member. Allison has a BS in Economics from the State University of New York, Oneonta and earned her MBA from St. John’s University.

To learn more about Allison and the rest of the accomplished Tri-Search team and their Customized Project Recruiting approach, click here:



Resurgence in the “War for Talent!”

Is the phrase that was catapulted into our Talent Acquisition consciousness’s back in 1997 headed for a big comeback 20 years later? 

Millennials may not be familiar with the phrase, “The War for Talent”, but us gen X’rs and baby boomers can easily recall it. The War for Talent is a term coined by Steven Hankin of McKinsey & Company in 1997, and in a book by Ed Michaels. In the years leading up to 2000, recruiting and retaining talent was a nightmare for all organizations and compensation compression issues were off the charts. The War for Talent referred to an increasingly competitive landscape for recruiting and retaining talented employees. In his book, Michaels describes not a set of superior Human Resources processes, but a mindset that emphasizes the importance of talent to the success of organizations.

Snap to 2017 and we are beginning to see a similar set of circumstances that we did pre- Y2K with the Dow Jones now growing (& the Nasdaq fast approaching 6000) coupled with a new President touting the ideal of putting Americans back to work again and producing goods made in America. Plus, right or wrong, there is pressure to significantly reduce H1B employees. All indicators are that the talent acquisition arena will potentially heat up to those pre-Y2K years.

HR leaders and their TA teams will be searching for various modes to secure talent and more importantly, retain key talent. Arbitrarily increasing various forms of compensation or other non-compensatory benefits adding to the indirect employee costs will haunt an organization by dragging down operating earnings.

In retaining and recruiting best in class talent, a few simple axioms could apply:

  • Create a culture to challenge employees
    • Leaders should manage with integrity, and apolitically
  • Create a cohesive, empowered team environment
    • Never accept subversive team members.
  • Hard working employees make mistakes
    • Accept and utilize these mistakes as mentoring, supportive moments.
  • Executive leaders share key information
    • 98% can be shared, 2% is proprietary.
  • A leader is where the buck stops
    • Kudos flow down, not up.
  • Promptly reinforce and reward superior performance
    • Remember, a reward can be as quick and easy as simply stating ‘Great work’ to a person or a team.
    • Poor performance should be corrected immediately and a performance action plan may be required.

Currently leading the charge by assisting TA teams in their individual War for Talents are these four companies, listed in their areas of expertise.

ü  Customized Project Recruiting – Tri-Search

ü  Contingent Search – Techcruit

ü  RPO – PeopleScout

ü  Executive Search – Morgan Samuels

We have yet to see if 2017 will play out as the new Y2K, but the War for Talent will heat up nonetheless. Click on any of the four companies listed above to join the battle.



Talent Recruitment with Intention: The Roadmap to Onboarding Success

Every job seeker understands how challenging it is to find a job that will fit their skills, their talents and of course, a job that will take them closer to the career that they have been dreaming of all their lives. Job-seeking becomes trial and error, often at the expense of the job seeker. On the other hand, finding the right candidate for the job is a difficult thing as well for a client and this often leads to wasting time, money and resources in the long run.

A company’s HR Department is the bedrock and birthplace of that company’s ultimate success. Growth can be qualitative or quantitative but when it needs to be both, issues often come to pass.  When a company is forced to hire many and hire quickly, too often quality suffers. This certainly doesn’t need to happen. The following is a guideline for businesses to follow as they look to onboard and diversify their talent pool within a crowded, and somewhat confusing, search landscape.


Whether you’re working internally to source talent, or, as more often is the case, working with an outside agency, the key to successful talent recruitment begins with establishing your plan to hire and staying true to the plan throughout the process. 

Talent recruitment with intention includes:

1)    (If outsourcing) Interview and decide upon the correct search firm. (Find a link to an article detailing this process HERE.) The most important part of this process includes finding a firm who will partner with you/ not just work for you.

2)    Establish a realistic timeline to hire.

3)    Discover and engage high quality passive candidates.

4)    Streamline your company’s brand throughout the process.

5)    Get the culture fit correct.

6)    Review extensive metric and reporting for the process; from start to finish to evaluate not only the recent hires, but the outside search firm you’re working with.

7)    Aligning the true intention of what the company needs for the position to the true intention of what the candidate wants for their career.  Not just resume matching but intention setting. This alone can attest for a strong culture fit and successful candidate retention.  


These days, there are more and more corporate hurdles to leap when onboarding new candidates. Not only are there more steps to the discovery process but there are more decision makers that need to be heard on the other side of the process (such as stakeholders, a growing HR department, etc.) All of this slows down the hiring process, oftentimes frustrating potential candidates and ultimately slowing the growth of the company itself.  A realistic time to hire needs to be set in place from the get-go and then adhered to throughout the process.  This means staying on sourcing and interview deadlines, and more importantly (but oftentimes more challenging) staying on C-level schedules to obtain confirmations of hires quickly and effectively.


Engaging and attracting the right candidates begins with streamlined, attractive brand messaging across all the many different options of candidate sourcing. Put your brand’s best foot forward, show potential candidates the benefits of working for your company. Not just the actual benefits but the intangible things as well. Show testimonials of other employees at your company or upload glossy videos of some of your workspaces, cities and/or work culture. You don’t have to have a start-up ping pong table and keg to make your place of business stand out. Oftentimes potential candidates simply want to see an organized, sophisticated work space free from distraction. Videos can go a long way for this and give the potential candidate a taste of what they can expect working there.  (Think about it, you’re asking someone to spend the majority of their work days here; it only makes sense to show them that space and culture.  It’s akin to the traveler wanting to see video of their hotel, or vacation rental before they book; why not provide the same sort of education to the potential employee who will be forced with a much larger decision than choosing a simple vacation?)

Also remember that the quality of your potential candidates will be severely impacted by both the firm you choose (specialty or quantity?) and the avenues by which you chose to search. Sifting through generic job boards may not land you that specialized computer programmer. 


Getting the correct culture fit is key to completing the search process. A candidate could look great on paper, be willing to relocate, but then never actually connect with those they are going to interact with on a day to day basis and thus retention suffers.  The search process has to include interviews that survey personality traits as much as competitive talents.

Be sure to set up the interview process to not only include HR managers but those direct managers that the candidate will work most closely with.  And, when possible, have If and when possible, have colleagues or peers for that job actually do the interview or have a meet and greet meeting.  This is a great way to empower the people of your company while making sure the new hires will adhere to the current culture you have moving forward.


Obtaining detailed metrics and reporting throughout the entire process makes for not only stronger candidate sourcing but proper reflection of the hiring process from end to end.

You can’t manage what you don’t measure and it’s important to understand where bottlenecks can happen. Too often detailed reporting falls by the way side and intention is not met.


At the end of the day, it’s all about client accountability for the true intention to succeed.  The client must stay true to the process through things like coordinating exec’s schedules in order to quickly be able to interview a passive candidate, to following and recording all the thousands of minute metrics, to putting the time in to peer to peer interviewing to perfect the culture fit. Onboarding new talent and expanding your company is a huge signal of success: remember to recruit with intention throughout the process to ensure that success blossoms.




The Difference Between RPO, Contingent, CPR (Customized Project Recruiting) and Executive Search: Which Search Firm is Right for You?

Is your company looking to add employees this year and do you have questions about the many different options within the search firm market?

CHROs and human resource professionals taxed with consistently maintaining, optimizing and expanding their talent supply chain may find themselves having to consider whether outsourcing recruitment to an outside agency is a viable solution. Successful collaboration with an outside search firm begins with choosing the firm that makes the most sense for your company’s individual staffing needs.

When does an RPO firm make sense compared to a contingent recruiting agency? How does Customized Project Recruiting and executive search fit in?

First, let’s define the search firm market –

RPO – Recruitment Process Outsourcing is a form of business process outsourcing where an employer transfers all of its recruitment processes to an external service provider. RPOs typically search large volume, hourly employees and are best used when sourcing lower level positions. Options for RPO companies include Cielo (formerly pinstripe) and PeopleScout.

Contingent Search is most often industry-specific recruitment where a fee is due only upon successful candidate placement. This can be effective with highly specialized positions and is a notable option for the tech sector and for placement for salaries between $50K to $150K.  A good example of an established tech contingent firm is Techcruit.  Please note contingent firm placements usually come with shorter placement guarantees, 90 days on average.

CPR is Customized Project Recruiting, a proprietary process introduced to the market in 2013 by Tri-Search that has become so successful it is beginning to carve out its own niche in the marketplace. Customized Project Recruiting is a blend between executive search and RPO. Companies using CPR gain the targeted recruitment of passive candidates that they would get from a high level executive search firm with the metrics and reporting that they would receive from an RPO. This helps companies acquire better candidates quicker and at a lower cost. CPR is best used for companies looking to hire between 5-100 candidates with salaries ranging from $50K to $250K. Tri-Search is the only search firm utilizing this innovative new process at this time.

Executive Search is a specialized recruitment service that finds top level candidates for senior, executive or other highly specialized positions for clients. These firms typically charge retainers and get paid all fees regardless of filling the position. Detailed metrics and reporting accompany high quality, passive candidates when using an executive search firm, such as Morgan Samuels.

In sum: If you’re looking to hire a tech specialty position within a niche market, a Contingent Firm might work best.  If you’re looking to hire 1,000 lower salaried or hourly employees (such as staffing a new call center) RPO would be your first call. If you’re looking to hire a key C-level executive, a retained Executive Search Firm (such as Morgan Samuels) would be your answer. If you’re looking to hire 5-100 employees of all different levels, then the CPR approach would work best (Tri-Search.)  Where RPO is typically an all or nothing approach, CPR offers flexibility and partners well with clients to work on individual staffing needs. Also take note that contingency firms are more likely showing their candidates to other companies at the same time where Executive Search and CPR won’t be.  

Hopefully this information helps to provide details on the ever expanding and always changing search firm landscape for you as your company continues to grow. If you’d like to learn more about the search landscape, click here.