AI and The Surging Demand for Data Talent in Pharma and Biotech: A Prescription for Success 

In the rapidly evolving landscape of pharmaceuticals and biotechnology, data has become the lifeblood of innovation.   AI and machine learning can help us make more sense of it. One possible result: better medicines, developed faster, to treat or cure many more patients.  The marriage of cutting-edge science and advanced data analytics is transforming the way these industries operate. As a result, there is an unprecedented demand for data talent in pharma and biotech, and it’s not showing any signs of slowing down.  

Ursus has a rapid increase in demand for data scientists, engineers, and analysts that were historically coveted primarily by the tech giants but are now heavily recruited by pharmaceutical companies both large and small. There are over 250 well-funded startups that have integrated AI into their research workflows and pose a potential threat to large pharma.  To succeed in this competitive market, pharma companies of all sizes and evolutionary states will need to radically change the way they work to attract this talent necessary to keep pace.  

The Data Revolution in Pharma and Biotech 

Pharmaceutical and biotechnology companies are facing immense pressure to deliver breakthroughs, from developing novel drugs to improving patient outcomes. Traditionally, these industries have relied on biology and chemistry to drive their innovations. However, the advent of big data and advancements in computing power have ushered in a new era.  AI-driven drug development has arrived.  

Here are some key factors contributing to the AI, and data revolution in pharma and biotech: 

  • Genomics and Personalized Medicine: The sequencing of the human genome and the rise of personalized medicine require vast amounts of genomic data analysis. Data scientists are essential for identifying genetic markers, predicting disease risks, and tailoring treatments to individual patients. 
  • Drug Discovery: In silico drug discovery, powered by machine learning algorithms and data analysis, has accelerated the identification of potential drug candidates. Data experts play a crucial role in sifting through immense chemical datasets to identify promising compounds. 
  • Clinical Trials: Clinical trial data is becoming increasingly complex and vast. Data professionals are needed to design trials, manage patient data, and analyze outcomes to ensure the safety and efficacy of new treatments. 
  • Real-World Evidence: Leveraging real-world data from electronic health records and wearable devices is essential for post-marketing surveillance and optimizing treatment strategies. Data scientists are indispensable in analyzing this data to inform decision-making. 
  • Supply Chain Optimization: Streamlining the supply chain is critical in ensuring timely and efficient drug manufacturing and delivery. Data analytics can help optimize inventory management, reducing costs and preventing shortages. 
  • Regulatory Compliance: Regulatory bodies are demanding more comprehensive data to assess drug safety and efficacy. Data talent is needed to ensure compliance and facilitate regulatory submissions. 

The Skills in Demand 

The demand for data talent in pharma and biotech spans a wide range of roles and skill sets. Here are some of the key positions that are highly sought after: 

  • Data Scientists: These professionals are responsible for developing machine learning models, conducting statistical analysis, and uncovering insights from complex datasets. They play a pivotal role in drug discovery and clinical trial optimization. 
  • Bioinformaticians: Bioinformaticians specialize in biological data analysis, particularly genomics and proteomics. They are instrumental in identifying genetic markers and biomarkers for disease diagnosis and treatment. 
  • Clinical Data Managers: Ensuring the integrity and quality of clinical trial data is critical. Clinical data managers oversee data collection, validation, and reporting, ensuring that trials meet regulatory requirements. 
  • Data Engineers: Data engineers are responsible for building and maintaining the data infrastructure necessary for storing and processing large datasets. They create pipelines that enable data scientists to work efficiently. 
  • Regulatory Affairs Specialists: These professionals bridge the gap between data teams and regulatory authorities, ensuring that data submissions comply with regulatory standards. 
  • Supply Chain Analysts: Optimizing the supply chain requires data-driven decision-making. Supply chain analysts use data to enhance inventory management and distribution logistics. 

Why Data Talent Matters 

The demand for data talent in pharma and biotech is not merely a trend; it’s a necessity for survival and innovation. Here’s why data professionals are indispensable: 

  • Accelerated Innovation: Data-driven insights can significantly speed up drug discovery and development, potentially saving lives and reducing costs. 
  • Improved Patient Outcomes: Personalized medicine, enabled by data analysis, leads to more effective treatments tailored to individual patients, enhancing their quality of life. 
  • Cost Reduction: Data analytics can identify inefficiencies in processes, leading to cost savings in drug manufacturing, clinical trials, and supply chain management. 
  • Regulatory Compliance: Ensuring data integrity and compliance with regulations is essential to getting new drugs to market and maintaining a company’s reputation. 

The pharmaceutical and biotechnology industries are undergoing a seismic shift towards AI, data-driven innovation. The demand for data talent is surging as these sectors recognize the critical role data professionals play in accelerating discovery, improving patient outcomes, and ensuring regulatory compliance. For those considering a career in these fields, there has never been a more exciting time to join the data revolution at the intersection of science and technology. As the demand for data talent in pharma and biotech continues to grow, the prescription for success is clear: embrace data or risk falling behind in this dynamic and ever-evolving landscape. 

For more information on Ursus and the data talent we provide to the pharmaceutical industry visit us at  

Corp-to-Corp Software Development Talent: Risk Aversion, Bias, or Missed Opportunity?

The world of software development has witnessed a significant shift towards embracing contract-to-contract (C2C) engagements, also known as corp-to-corp engagements. Corp-to-corp software development candidates are independent contractors who provide their services to businesses on a contract basis. Companies often opt for C2C arrangements to address temporary staffing needs, tap into niche expertise, or complete projects with limited time frames or budget. While this approach offers flexibility and access to specialized skills, it also presents challenges, particularly when it comes to risk and in many cases bias. When implemented correctly, it is an extremely effective model to find quality development talent at a time when resources are scarce.

Addressing Risk Factors:

While C2C hiring can be advantageous in some scenarios, it also brings inherent risks that organizations must be aware of to ensure a successful partnership. Below is a list of concerns and answers to mitigate risk.

  • Lack of Direct Control: When hiring Corp-to-Corp software developers, businesses often have limited control over the day-to-day activities of the contractors. Unlike full-time employees or traditional vendors, C2C developers operate independently and may have multiple clients simultaneously. This can result in difficulties in monitoring their progress, adherence to project timelines, and protecting sensitive data.
  • Mitigation: Establish clear communication channels, project milestones, and expectations from the outset. Regular check-ins and status updates are essential to stay on top of the development process and ensure alignment with project goals.
  • Intellectual Property and Data Security Concerns: Sharing proprietary information and sensitive data with external contractors can be a risky endeavor. There is always a possibility of data breaches, accidental leaks, or unauthorized use of intellectual property. Ensuring the protection of confidential information becomes paramount when dealing with C2C software developers.
  • Mitigation: Implement stringent security measures, confidentiality agreements, and non-disclosure clauses. Conduct regular security audits to identify vulnerabilities and ensure data protection compliance.
  • Legal and Compliance Risks: The legal implications of Corp-to-Corp hiring can be complex, especially if there are issues related to employment classification or tax obligations. Misclassifying C2C contractors as employees can lead to severe legal consequences and financial penalties.
  • Mitigation: Consult with legal experts and tax professionals to ensure compliance with relevant employment laws and regulations. Draft thorough and clear contracts that outline the terms of engagement and the independent nature of the relationship.

Addressing Hiring Bias:

  • Unconscious Bias: Even with the best intentions, unconscious biases can seep into the hiring process. These biases may be based on gender, race, ethnicity, age, or educational background. Unconscious bias can lead to overlooking qualified candidates and hampering diversity and inclusion within the team.
  • Client Prejudices: Sometimes, the client’s biases can impact the selection of corp-to-corp candidates. Clients may favor candidates from specific educational institutions, geographic regions, or with certain work experiences, potentially disregarding equally competent professionals from different backgrounds.
  • Skill Set Stereotypes: Biases can emerge based on traditional stereotypes associated with certain skill sets. For instance, assuming that individuals from specific demographics are more adept at certain programming languages or technologies, which is simply not true.
  • Cultural Fit Overshadowing Competence: The emphasis on cultural fit can inadvertently overshadow a candidate’s actual competence. While cultural fit is essential for team cohesion, it should not be the sole deciding factor, as it may lead to a lack of diversity and innovation.

Promoting Fairness and Inclusion:

  • Standardized Evaluation Criteria: Establishing clear and objective evaluation criteria for corp-to-corp candidates helps minimize bias. Focusing on technical skills, problem-solving abilities, and project experience ensures that hiring decisions are merit-based.
  • Diverse Interview Panels: Encouraging diverse interview panels brings a variety of perspectives to the evaluation process. This diversity can counterbalance biases and ensure a fairer assessment of candidates.
  • Anonymized Resumes: To eliminate initial bias, companies can adopt an anonymization process for reviewing resumes, which conceals identifying information like names, genders, and photographs.
  • Inclusive Language in Job Descriptions: Crafting inclusive job descriptions that highlight required skills rather than specific backgrounds can attract a broader range of candidates.

A missed opportunity for some can mean competitive advantage for others. In the fast-paced world of software development, embracing corp-to-corp arrangements can undoubtedly mean a competitive advantage for clients who embrace this talent model. New legislation introduced this month would double the annual cap on H-1B visas to 130,000 and provide additional funding for science, technology, engineering, and math programs at US elementary and secondary schools. Currently, the number of H-1B visas is limited to 65,000 each year, although there are an additional 20,000 available to workers who have a master’s degree or higher from a US university. By promoting fairness, diversity, and inclusion in hiring, companies can unlock the full potential of a talented and varied workforce.

Amidst the AI revolution, why job descriptions hold greater significance than ever before

In today’s competitive job market, attracting and hiring top talent can be a daunting task for employers. With the rise of artificial intelligence (AI), it becomes even more crucial to craft unique and thoughtful job descriptions that capture the attention of both human candidates and automated systems. Gone are the days of generic, one-size-fits-all job postings. Done right, you set yourself up for growth. Done wrong, and you may be up hiring the wrong people, paying unfairly, and spending thousands of dollars retraining and re-hiring.   

Prior to the arrival of ChatGPT estimates showed that the average job description was the result of on average 17x cut and pasted prior versions lifted off the internet or shared by a colleague.  This copycat behavior will only get worse with rise of AI generated job descriptions.   If everyone is using ChatGPT to write a job description for example, a .NET developer, how is your company’s job posting going to stand out amongst the dozens if not hundreds of similar job postings?   If your job descriptions uniquely capture your company the opportunity, the “tone” of your business and is constructed properly, candidates will notice the level of detail and thought about the job and your company versus your competitors.  

Some important considerations to consider while writing your job descriptions.  

Reflecting Company Culture: 

A well-crafted job description serves as a window into a company’s culture, values, and overall brand identity. It should go beyond a mere list of requirements and responsibilities and instead reflect the unique attributes that make an organization special, your origins and history, culture, community involvement and diversity initiatives with published quantifiable results. With AI playing a growing role in recruitment processes, candidates are often inundated with impersonal job descriptions that fail to capture the essence of a company. By investing time and effort into creating thoughtful and personalized descriptions, companies can stand out from the crowd and attract individuals who align with their core values. 

Attracting Diverse Talent: 

Diversity and inclusion have rightfully become top priorities for companies worldwide. However, traditional job descriptions have often unintentionally perpetuated bias by using generic language that appeals to a limited pool of candidates. AI-powered hiring systems can inadvertently perpetuate this bias if fed with biased job descriptions. Do you even know the origin of the content generated from the AI engine?  Employers must consciously strive to craft inclusive descriptions that appeal to a diverse range of backgrounds, experiences, and perspectives. By utilizing thoughtful language, emphasizing inclusion, and avoiding gendered or biased terms, companies can cast a wider net and tap into a more diverse talent pool. 

Optimizing for AI Screening: 

As AI plays an increasingly prominent role in candidate screening, it’s essential to optimize job descriptions to enhance compatibility with automated systems. AI algorithms analyze various factors to match job descriptions with applicant resumes. By using targeted keywords, relevant industry terminology, and specific qualifications, organizations can increase their chances of being matched with the right candidates. However, caution should be exercised to strike a balance between tailoring descriptions for AI and maintaining an authentic and human touch. Never, ever forget, humans buy from humans.  

Showcasing Opportunities for Growth: 

Job seekers, particularly those who are motivated and ambitious, seek growth opportunities in their careers. A unique job description should not only outline the responsibilities and qualifications but also highlight the potential for professional development and advancement within the organization. You want to attract candidates that are looking for a career not just a job.  Emphasizing training programs, mentorship opportunities, or a clear career path can attract candidates who are eager to learn and progress. By demonstrating a commitment to employee growth, companies can attract top talent who seek long-term opportunities and can contribute significantly to their success. 

Enhancing Candidate Experience: 

Crafting unique and thoughtful job descriptions goes beyond attracting candidates; it also impacts their overall experience with the hiring process. A well-written description sets clear expectations, provides relevant information, and engages candidates. By presenting a comprehensive and appealing overview of the role and the company, employers can create a positive impression from the initial stages, fostering enthusiasm and encouraging candidates to invest in the application process. This can result in a higher-quality applicant pool and a more efficient and effective recruitment process.

Adhering to pay transparency and avoiding legal exposure:

Job descriptions can defend the reasoning behind why a position is exempt or non-exempt under the Fair Labor Standards Act (FLSA). By outlining a job’s requirements and defining performance standards, the job description will help to justify your employment decisions and reduce your organization’s exposure to costly litigation.  A job hierarchy is the foundation of your pay structure. By listing out the duties and requirements for a specific role in your job description, you explain why a position is compensated in a particular way. You can also easily compare roles in various pay markets to price competitively to help attract top talent. 

Full Time v Contract Employment: The Pros & Cons of Each

With the spate of recent full time employee layoffs in the technology sector, many candidates are now starting to entertain contract opportunities given that fewer full time or “permanent”, (is any job permanent in this market?), roles are available. Despite the contingent labor market representing over $200B in spend last year, our sales and recruiting teams frequently engage with hiring managers and job seekers who are not familiar with the contingent or contract model.

For those job seekers weighing their options or choices, assuming you are lucky enough to have a choice, we thought it would be helpful to outline the pros and cons of each engagement model. There is no better or worse here, just different.

Full-time Employment:


  • Benefits: Employers often provide benefits such as health insurance, retirement plans, and paid time off to their full-time employees. However, established contingent staffing firms, like Ursus, do over comparable healthcare insurance and retirement benefits.
  • Job Security (maybe see recent headlines): Full-time employees traditionally have held job security as they are less likely to be laid off or lose their jobs unless the company undergoes significant changes or restructuring.
  • Opportunities for growth: Full-time employees have more opportunities for growth and development within the company, including promotions, training, and learning opportunities.


  • Lack of Flexibility: Full-time employees have less flexibility in their work schedules and are required to work set hours.
  • Limited autonomy: Full-time employees may have limited autonomy and control over their work, as they are often required to follow the company’s policies and procedures.
  • Limited earning potential: Full-time employees are limited to their salary and may not have the opportunity to earn more unless they receive a promotion or raise which can often take years via promotion cycles.

Contract Work:


  • Flexibility: Contract workers have more flexibility in their work schedules and can often work remotely. Many contractors work for a one or two years, then take longer stretches of time off, that may not be acceptable as a full-time employee.
  • Higher Earning Potential: Contract workers can charge higher rates for their services and have the opportunity to earn more money. This is especially true of highly skilled workers that complete projects at a faster cadence than may even be available to a full-time employee who is limited by the organizational structure of their employer.
  • Autonomy: Contract workers have more autonomy and control over their work, including time off, location and choosing what projects and companies they want to work and for how long.
  • Variety: Contract work provides the opportunity to work on different projects for different companies, which can be more interesting and challenging. Engineers and designers are typically drawn to working on the latest and greatest, coolest stuff!


  • Cost of Benefits: Some contract workers pay for their own healthcare insurance out of pocket to ensure continuity as they move from project to project. However, established contingent staffing firms, like Ursus, do over comparable healthcare insurance and retirement benefits.
  • Project Length Uncertainty: Contingent labor is just that, contingent. Many companies leverage contingent workers to take advantage of the flexibility of scaling headcount up or down quickly without incurring severance or payouts to full-time employees. But again, is any job permanent, safe or guaranteed in this market?
  • Fewer Growth Opportunities: Contract workers may have limited opportunities for growth and development within a specific company compared to full-time employees. However, it is very common companies to convert contingent workers to full-time employees at any time during their engagement or even setting up “try before you buy” engagements with the contractor often referred to as a “contract to hire.”

Full-time employment and contract work both have their pros and cons, and the decision of which to choose ultimately depends on your personal preferences, career goals and the number of job opportunities at any point in time. Job seekers should always explore both options and consider career goals, short- and long-term financial needs, and work-life balance when deciding between full-time employment and contract work. One is not better than the other….just different.

AI Washing Is Lazy

No lie, I must receive twenty sales calls a week for companies claiming to offer the staffing AI solution that will, “change the game” or “revolutionize the industry” or even “eliminate the need for recruiters. Sometimes I play along and ask for more information or even take time for a quick demo. I will admit, there are some pretty slick solutions coming to market that could potentially drive efficiency, accuracy and improved client and contractor experience. But for every piece of technology, I see that makes me stop, look, think and maybe even decide to evaluate there are twenty times the number that I laugh at and quickly dismiss the companies as AI Washers!

“AI washing” refers to the practice of companies or individuals making exaggerated or misleading claims about their use of artificial intelligence (AI) in their products or services, often for marketing or publicity purposes. This can include companies claiming to use AI when they are only using basic algorithms or statistical models, or making promises about the capabilities of their products that go beyond what is currently possible with AI technology.

The term “AI washing” is similar to other technology-related buzzwords, such as “greenwashing” (exaggerating the environmental benefits of a product) or “cloud washing” (exaggerating the extent to which a product uses cloud computing).

AI washing can be harmful because it can mislead customers and investors into thinking that a product or service is more sophisticated or capable than it actually is, which can lead to disappointment, wasted resources, or even harm. It can also undermine trust in AI as a field by promoting unrealistic expectations and obscuring the genuine achievements of companies that are using AI effectively.

Wait, you mean a chat bot, is not AI? A search bar that maps job opening, location and job seeker is not AI? It’s laughable but also irresponsible and just plain lazy. Hopefully the shrewd buyer can see through the hype and vet the real disrupters from those drafting off yet another technology movement. In the meantime, to the actual technologist who are developing, innovating and disrupting stay true to your mission and know the cream will and always does eventually rise to the top.

The Silicon Valley Bank Collapse: Why Startups Need to Leverage Contingent Talent Now More Than Ever.

The collapse of Silicon Valley Bank has sent shockwaves throughout the startup community. With down round valuations and full-time layoffs becoming the norm, it’s more important than ever for startup companies to find ways to develop, support, and sell their products while operating on a lean budget.

Traditionally, startups would shirk at the idea of contractors, preferring to hire full time technical and creative talent and ideally those with pristine pedigree from other well-established companies. As of Monday, this operating model may not be realistic as venture firms tighten funding and, in some cases, become more involved, or at least aware of their investments.

Labor costs are typically the single largest cost center for any company, startup, global enterprise, and everything in between. One-way startups can reduce burn rates while still building, supporting, and selling products and services is by leveraging contractors, instead of relying solely on full-time employees. For the uninitiated startup founders, below are some benefits of using contractors and how startups can effectively manage them to ensure success.

Benefits of Using Contractors

⬤ Cost-Effective: One of the most significant benefits of using contractors is the cost savings. Unlike full-time employees, contractors are not entitled to benefits such as health insurance, retirement plans, or paid time off. This allows startups to save a considerable amount of money on labor costs.

⬤ Flexibility: Contractors offer startups the flexibility to scale their workforce up or down as needed. This is particularly useful for startups that are just starting out and may not have a clear idea of how many employees they will need in the future or if they need to pull back on resources due to delays in funding or even down rounds. The “try before you buy” model provides the opportunity to evaluate talent in your real-world environment versus via resume, interview, code challenges and references.

⬤ Access to Top Talent: By leveraging contractors, startups can tap into a vast pool of talent. Contractors are often experts in their field and have a wealth of experience that can be invaluable to startups looking to develop new products or services.

⬤ Reduced Legal and Benefits Management: Hiring full-time employees comes with a host of legal and benefit obligations, such as complying with labor laws and providing competitive benefits. By using contractors, startups can avoid many of these legal obligations as they are now managed by the staffing provider who serves as the employee of record.

The recent report by staffing firm Robert Half, found that more than half of US companies plan to add jobs in the first half of 2023 and two-thirds of those polled will leverage contract talent. This is not only a positive sign for the overall U.S. job market, but the fact that companies are increasingly turning to contract workers to meet their staffing needs also indicates a shift towards more flexible and cost-effective solutions in the workforce.

The startup world has changed overnight, those companies that adapt, stay nimble by responding to the new market conditions will prevail while those who continue to run the “old’ playbook may fall behind or even fail.

Eating our own dog food

At Ursus, Inc, we believe in eating our own dog food. We understand the importance of providing our clients the best technical, creative, professional talent possible to enable their digital initiatives. That’s why our clients choose to partner with us! By using external recruiters to find talent, our clients can focus on their core business.

Similarly, finding great talent is not only crucial for our clients, but it is also critical for our own success. That is why we use external recruiters to find sales talent the same way Ursus clients leverage Ursus to find great technical and creative talent. In other words, we eat our own dog food or drink our own champagne, pick your preferred metaphor.

An effective recruitment process is rigorous, and we hold our external recruiter partners to the same high standards that we have for our internal process. We want to ensure that the candidates they present to us are the best of the best. Could we source sales candidates ourselves? Afterall, recruiting is our business! While we are always searching and sourcing on our own, there are three key reasons why we look for help from a handful of great partners.

1) Subject matter expertise: Our team is comprised of technical, creative, and business professional recruiters. Identifying, screening and deep dive vetting is just different. We partner with staffing sales subject matter experts the same way a client looks to us for a data scientist or a UI Visual Designer.

2) Candidate depth and breath: Our partners, who specialize in staffing sales candidates have significantly wider and deeper and deeper reach than we ever could generate on our own.

3) Time: When a recruiting process is done correctly, it takes time; sourcing and outreach, resume review, screening, and screening again, candidate presentation, reference checks, continued feedback to client and candidate, and close…the great candidates have options. How well does your external recruiter represent your culture, your mission, and your goals?

Fortunately, our sales and recruiting partners check all the boxes above which helps us scale and grow faster. By using external recruiters to find sales talent, we can focus on our core business while still finding the best talent available. It is a strategy that has worked for us and one that we will continue to use in the future. Dogfood never tasted so good!

The unfortunate and consequential lost art of the post interview thank you note

Thank You. Two little words. Two very powerful words. We use them a lot in conversation. The art of writing a post interview thank you note, thank you email, heck even the thank you text is being lost.I remember back in the “olden days” – before the Internet – when you interviewed for a job, you followed through with a handwritten thank you letter sent via the postal mail. The idea was to show the people you interviewed with that you were listening and that this job was important to you. Now that we are in an age of instant communication, it’s even easier to do this,yet so often it is a step that is missed.  Spoiler alert: if anyone on my staff interviews a candidate that does not send a thank you note within 48 hours (within 24 or less is even better), it’s an immediate pass!  I can say with 100% confidence I am not alone in this policy.

If you are on board with bringing this back into your processes, and you should be, or want to stand out to recruiters and hiring managers which in the wake of layoffs and more competition on the street is kind of important these days, here are a couple of things to consider when writing the email, handwritten note or both!

  1. Don’t wait! This doesn’t mean write something poorly just to get it out there. Try to send your email within a day of an interview. Everything is still fresh in your mind as well as the interviewer’s. You want them to remember you! If your interview is virtual on Zoom or Teams, write it within the hour!  The hiring manager has you on their mind and what better way to leave a positive impression.  Some managers and recruiters interview up to 6,7,8 people a day, tomorrow you may not be as memorable or even forgotten!
  2. Email notes are fine, texts are pushing it.  Is it really that hard to open a mail client or web mail to write in a more traditional, dare I say formal format?  Text messages can often be clunky, prone to spelling and grammar errors, and are hard to reference or find later.   You have already put in the time to apply and participate in that interview, so take the extra step to distinguish yourself from other candidates. Don’t be lazy, send an email.
  3. Personalize and BE AUTHENTIC. Make sure you point out something specific that you discussed during that interview to help show that you’re listening and engaged. Also, remember that the interviewers will likely come together to discuss their meetings with you. If you send a generic email to everyone you spoke with, it will not come across as genuine. Take the time to personalize each thank you. It is worth it.
  4.  Title the email with “Thank You: Job Title, Interview Date”. I know this part seems impersonal, but remember, the interviewers could be meeting with many candidates. This will remind them of who they met with and when.  They may also put your email in a folder and then have to reference it days later.  Make yourself and your correspondence easy to find! 
  5. Get to the point and CHECK GRAMMAR. Be clear and concise. Just a couple of paragraphs is all you need. Highlight a couple of points from the conversation, common ground where you connected with the interviewer or reference recent company news that you are excited to read about.  Lastly, check spelling and grammar.  With spell check and free tools like Grammarly there is absolutely no excuse for spelling or grammatical errors.  If there are errors, it shows your lack of attention to detail and that you don’t care enough to be thorough.

In what has quickly become a more competitive job market, the little things can make the difference between a job offer or not.  Letting someone know that you appreciate the time they have taken to speak with you with a thoughtful, well-written thank you email can be the differentiator between you and another candidate.

Recession or not, the demand and need for top digital talent NEVER stops

News of layoffs and hiring freezes are increasing as some companies are beginning to stall their recruitment initiatives while many other companies continue to hire, taking advantage of those overextended unicorns who never planned for the proverbial rainy day and assumed that boom times would last forever, they don’t.  While the job market is still strong, there are many mixed messages, and indicators coming from the press, economists and executive leadership with resulting directives often changing on a monthly if not weekly basis.

Regardless of the economic climate, (and there is plenty of room for interpretation of late), to not continue to recruit for talent is a mistake. If workers feel that their company is stalling or freezing, growth opportunities elsewhere become more appealing.  In other words, talent you would not normally see become more prevalent. This is highly significant in this “great resignation or great reshuffle”, (call it what you like), era. Companies that take advantage of hiring now can exponentially improve the quality of their workforce. It’s easy to acquiesce to the news headlines, bury your head in the sand and wait it out, but the great talent leaders will take the market uncertainty as opportunity to grab talent that will not be on the market for long.

As of the July numbers reported, the labor market is the strongest it has been in about 70 years! There are 11.3 million job openings, which amounts to nearly two jobs for every person looking for work. While it’s a weird, jittery economy, the job market is still very strong, especially for highly skilled and experienced technical and creative talent enabling digital initiatives.  For those talent leaders and hiring managers with your heads NOT buried in the sand, there are specific action items that you should be doing now! 

  • Shift or allocate your budget accordingly. Full time, fully burdened cost employees are more expensive than hiring contractors or moving work to project-based budgets.  There is an amazing contingent tech and creative labor pool.  Digital transformations and evolutions don’t stop!  Find the resources to do this work without breaking the bank on full time hires. 
  • Focus on recruitment optimization. Why? Eventually, the recession will end and when it does, the hiring market will rebound aggressively. Since recruiters are often cut first during a recession, it’s likely resources will be limited when that time comes. Taking the time to create better recruiting efficiencies now will position companies into a more competitive position later. What can you do to streamline or automate your process now while perhaps you aren’t as busy?
  • Never stop sourcing!  Markets move faster than ever these days. One week there is a hiring freeze and the following week your hiring managers will be asking you why there are no candidates to review.  If you clearly and honestly communicate timing and expectations to your candidates, they will stay engaged in the process.

These are just a few examples of what the best talent leaders are doing in response to a jittery market that is recalibrating.  For more information or to have a conversation with one of our subject matter technical, creative, or business general recruiters, contact us at or @ursusinc

Mapping CMO and CIO Interdependence to the Hiring Process

Today it does not, but it should!

CMO’s and CIO’s need one another now more than any time in history.  The acceleration of the digital transformation movement has, in parallel, also transformed the CMO and CIO job responsibilities and required skill sets.  Almost one-third of CMO’s today are leading their company’s digital transformation agendas, requiring them to forge close relationships with the CIO to deliver on the MarTech stack and digital environment.  Similarly, the CIO must provide a quality of service not judged only by uptime SLA, but also by delivering a user-friendly, consumer-like experience on par with latest trending apps.   The once siloed walls are coming down and the once traditional lines of demarcation are blending into more tightly collaborative projects, often with interchangeable department talent and skills.  In a recent poll conducted by Modern Marketing Partners, over 65% of CMOs and CIOs polled agree that CIO-CMO alignment and collaboration is important.  

Marketing and IT teams must develop cross-functional relationships and can no longer operate independently.  Alignment needs to occur throughout the organization and product or service lifecycle: development, deployment, security, and support measured all in quality of user experience and ROI. As a result, hiring managers are looking for talent that understands this shift change and build teams with functional skills sets to add both marketing and technical value.   

So why would that not extend to recruiting and hiring talent? 

Most staffing companies still silo their recruiters, account managers, back office, and support organizations into either IT/Tech or Marketing/Creative.  As a result, buyers are forced to manage two buying lanes from their suppliers: two separate account managers, two separate onboarding leads, two separate recruiters resulting in twice the time buyers spend to manage their supplier.   This is time wasted.  Doesn’t it make sense to deliver a recruiting service that works and views the world just as your organization does?   

We think so too! And the reward for this cross-pollination approach can be extraordinary.  

As CMO’s and CIO’s work together to usher in the digital transformation era, Ursus is working to find new and better ways to engage with our customers to align our combined technical and creative recruiting services to their evolving organizational structure.  

The market is and will continue to change.  We believe in adapting to the change and providing our clients a more efficient, effective, and unique recruiting experience, resulting in the right talent, without wasting time, and delivered on time to meet their digital transformation goals and objectives. 

To learn more about Ursus, Inc. technical and creative staffing services visit us at or @ursusinc