6 tips for retention in a tough job market from this Houston expert

Guest Column

Turning a job seeker into a job keeper takes time and effort, but it is well spent. Photo via Getty Images

If you are searching for new talent, you realize the job market is tight. Finding the right person to fill the role takes a lot of hard work, and you use a lot of resources to properly onboard them. The real challenge is retaining these new employees and converting them into long-term assets for the organization. When you take a strategic approach to hiring, onboarding and employee management, job seekers become job keepers.

Master onboarding

First impressions are lasting impressions. Many companies put their best foot forward during the hiring process but can fall short after the candidate accepts the offer. Developing a well-structured onboarding process sets a positive tone for the employee experience. Your onboarding process should introduce the new employee to the company culture, team members and job responsibilities. Consider having a mentorship program matching new employees with company ambassadors who can help show them the ropes throughout their first three to six months. A structure surrounding the onboarding process eases the candidate-to-employee transition and helps them feel welcomed into the organization.

Explore career paths

Growth opportunities are an attractive benefit for many job seekers. Establishing a system for advancement and communicating how employees can use learning and development opportunities to meet their career goals can draw people to your organization and encourage them to stay. However, it's the open conversations between managers and employees, the regular performance reviews and the training opportunities that truly empower them to explore and shape their career pathways.

Provide competitive compensation and benefits

A competitive salary and benefits are great retention tools, providing a sense of security for both the employer and the employee. While not all small businesses and startups can compete head-to-head with larger corporations’ packages, it is important to analyze compensation and benefits competitively and determine how you can position your business as a more attractive option. Small businesses and startups offer a more hands-on experience for the employee; they have direct access to leadership and the potential to have a hand in major business decisions. These opportunities to learn and make changes are a great retention tool.

Support work-life balance

Retaining employees is highly dependent on supporting a healthy work-life balance. Small businesses are often more flexible and can provide more attractive flexible work arrangements, allowing employees to better manage their life and work obligations. Paid time off is an attractive benefit, but people stay when they feel like they can take it without feeling guilty. Offering benefits that support the employee at home and work, including wellness initiatives, demonstrates the company values their well-being.

Encourage open communication

Open communication and transparency within the workplace are powerful retention elements. A positive workplace culture is created when leaders and managers regularly communicate with employees. Employees who feel heard and valued are more likely to stay with your organization. Establishing open-door policies, conducting regular feedback sessions and conducting employee surveys can help address any concerns quickly and strengthen a supportive culture.

Give recognition

A recognition and awards program highlighting employee contributions through praise and incentives can positively impact retention. Appreciation for a job well done strengthens employees’ commitment to an organization and increases engagement. Communicating the parameters of the recognition programs allows employees to strive toward these goals and take pride in the awards they receive.

Turning a job seeker into a job keeper takes time and effort, but it is well spent. Investing in your retention efforts strengthens your team, increases employee tenure, and reduces recruiting and onboarding costs. With an engaged and talented workforce on staff, your business is primed to grow successfully.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

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With a transparent approach to hiring and candidate development, you will keep the employer brand intact and maintain recruiting power. Photo via Getty Images

Houston expert: How to avoid 'ghost hiring' while attracting top talent

guest column

One of the latest HR terms grabbing attention today is “ghost hiring.” This is a practice where businesses post positions online, even interviewing candidates, with no intention to fill them. In fact, the role may already have been filled or it may not exist.

Usually, an applicant applies for the job, yet never hears back. However, they may be contacted by the recruiter, only to learn the offer is revoked or a recruiter ghosts them after a first-round interview.

Applicants who are scouring job sites for the ideal position can become discouraged by ghost hiring. Employers do not usually have any ill intentions of posting ghost jobs and talking with candidates. Employers may have innocently forgotten to take down the listing after filling the position.

Some employers may leave positions up to expand their talent pool. While others who are open to hiring new employees, even if they do not match the role, may practice ghost hiring when they want a pool of applicants to quickly pull from when the need arises. Finally, some employers post job roles to make it look like the company is experiencing growth.

When employers participate in ghost hiring practices, job candidates can become frustrated, hurting the employer brand and, thus, future recruiting efforts. Even with the tight labor market and employee turnover, it is best not to have an evergreen posting if there is no intention to hire respondents.

There are several ways employers can engage candidates and, likewise, build a talent pool without misleading job seekers.

Network

A recruiter at their core is a professional networker. This is a skill that many have honed through the years, and it continues to evolve through social media channels. While many recruiters lean on social media, you should not discount meeting people face-to-face. There is power in promoting your organization at professional meetings, alumni groups and civic organizations. Through these avenues, many potential candidates will elect for you to keep them in mind for future opportunities.

Employee Referrals

When recruiters want to deepen their talent pool, they cannot discount the employee referral. Simply letting employees know and clearly stating the exploratory nature of the conversation can lead to stellar results. Employees understand the organization, its culture and expectations, so they are more likely to refer the company to someone who would be a good fit and reflect highly on them.

Alternative Candidates

In recent years, organizations and recruiters are more dialed into skills-first recruiting practices. Creating job postings that emphasize the skill sets needed rather than the years of experience, specific college degree or previous job titles, can yield a crop of candidates who may be more agile and innovative than others. Fostering relationships with people who fit unique skills needed within the organization can help you develop a deeper bench of candidates.

Contingent Workforce

Part-time workers, freelancers, and independent contractors are a great way to build connections and the talent pool. These workers and their skills are known entities, plus they know the organization, which makes them valuable candidates for open roles. If their expertise is needed on a regular basis, it is easier to have open conversations about a potential expansion of their duties or offer full-time work.

Internal Talent

Human resources and recruiters need to work with managers and leadership to intimately know what kind of talent lies within their own organization. Current employees may have the strengths, skills, and capabilities to fill new positions or roles. Through conversations with employees and their managers, you can identify who can flex different skills, but even more importantly, the ambition to grow within the company.

In every instance, it is crucial for recruiters and hiring managers to be transparent in their intentions. Communicating within your network that you are always looking for great talent to fill future roles sets the tone. When communicating with candidates, whether there is a pressing job opportunity or not, be clear from the onset regarding your intentions for hire. With a transparent approach to hiring and candidate development, you will keep the employer brand intact and maintain recruiting power.

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Jaune Little is a director of recruiting services with Insperity.

Remote workers became a necessity in the pandemic — now it's becoming the norm. Here's how to navigate the remote hiring process. Photo by Edmond Dantès via Pexels

Houston expert: 4 questions to ask when hiring employees in other states

Guest column

A larger share of employees has found themselves working from home, or at least working remote, than ever before and many continue to do so permanently. As employers actively take steps to ensure a strong showing throughout the economic recovery, the nature of remote work has allowed employers to cast their nets far and wide in search of top-notch talent. Remote work also opened up the option for some existing employees to seize the opportunity to move to their dream locale.

Due to the nature of employment law in the U.S., remote workers spread out in varying states pose a challenge to employers – and most business owners are simply not prepared. However, by asking the right questions, employers can ensure that they are in line with cross-border rules when it comes to the challenges of having employees based in other states.

What are the payroll requirements?

When it comes to hiring remote employees in other states, it is most important to confirm that they will be properly paid. A record of compliance with state-specific payroll laws is critical in the event of a Department of Labor audit. Examples include local and state minimum wage and pay frequency requirements. Other relevant details range from overtime calculations to payroll deductions. If working with a payroll provider, employers should verify that they are set up to pay out-of-state employees.

What are the state-specific labor laws and regulations?

Another caveat of out-of-state remote employees is the requirement of local- and state-specific labor laws and regulations. Regardless of where a company is headquartered, employers are required to abide by regulations in a number of categories. A few employment regulations that may vary by location include leave – both paid and unpaid – as well as employment benefits, workers' compensation and breaks provided.

How to keep up with regulatory changes?

State-by-state employment regulations are frequently changing, and employers can be especially challenged to maintain compliance with each state's evolving labor laws. Before making a remote workforce a more permanent solution, business owners should decide between assuming the responsibility of regulatory compliance through their own research and system or delegating the role to an external partner such as an employment attorney or professional employer organization.

How to ensure the success of remote employees?

Of course, the undertaking of properly hiring remote employees in other states is only worth it if employers take steps to ensure their success. Company culture is critical to onboarding and retaining remote employees. Business owners should look beyond bookkeeping to support new hires who may be miles away from the company headquarters. Gestures such as branded swag bags and personalized video messages from teammates can make remote employees feel welcomed from afar. Virtual mentorship programs also are valuable in the development of virtual team members.

As employers further consider leveraging the remote workforce or the emerging hybrid workplace model, minimizing regulatory headaches at the onset can potentially save time and money should issues arise. By asking about payroll requirements, maintaining compliance with local and state employment regulations and preparing to preserve compliance in the future, business owners can confidently tap into the growing remote workforce with ease.

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Jill Chapman is a senior performance consultant with Insperity, a leading provider of human resources and business performance solutions.

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6 Houston entrepreneurs land on coveted Inc. Female Founders 500 list

the future is female

Six Houston female entrepreneurs and innovators were named to the 2026 Female Founders 500 list.

The annual list compiled by Inc. Magazine recognizes female founders based in the U.S. who have built businesses that have moved their industries forward. The group collectively generated approximately $12.3 billion in 2025 revenue and $12.2 billion in funding to date, according to Inc. Five Houstonians were named to the list last year.

"Each year, we are increasingly amazed by the extraordinary leaders on our Inc. Female Founders 500 list," Bonny Ghosh, editorial director at Inc., said in a news release. "The honorees on this year's list include innovators in AI, beauty and wellness trendsetters winning devoted fans, and nonprofit leaders making a real impact in their communities. Together, they're showing all of us what trailblazing female leadership looks like."

The Houston founders are:

  • Sassie Duggleby, CEO and co-founder of Houston space tech and engine company Venus Aerospace. Duggleby also serves on the Texas Space Commission board of directors.
  • Stephanie Murphy, CEO and executive chairman of Aegis Aerospace, which provides space services, spaceflight product development, and engineering services. Murphy also serves as chair of the Texas Aerospace Research and Space Economy Consortium Executive Committee.
  • Laureen Meroueh, CEO and founder of Hertha Metals, which has developed a cost-effective and energy-efficient process that converts low-grade iron ore of any format directly into molten steel or high-purity iron in a single step.
  • LaToshia Norwood, managing partner of L'Renee & Associates (LRA), a full-service project management consulting firm.
  • Lauren Rottet, president and founding principal of Rottet Studio, an international architecture and design firm focused on corporate, lifestyle and hospitality projects
  • Nina Magon, founder and CEO of Nina Magon Studio / Nina Magon Consumer Products, a residential and commercial interior design company. She also co-founded KA Residences earlier this year.

"Grateful to be recognized again on the Inc. Female Founders 500," Duggleby said in a LinkedIn post. "The best part of building Venus Aerospace has been working with an incredible team pushing the boundaries of flight—and helping bring more women into aerospace along the way.

Meroueh, whose company emerged from stealth last year, voiced a similar push for bringing more women into the fold.

"We've seen a 7x jump in female-led IPOs over the last decade, from just two in 2014 (less than 1% of all IPOs) to 14 in 2024 (nearly 9% of all IPOs). Progress is happening," Meroueh shared in a LinkedIn post. "Yet, less than 1% of venture funding in hard tech goes to female-founded companies. But as my friend Ana Kraft says, the right man for the job may be a woman."

Twenty-nine Texas female founders made this list, including Amber Venz Box, founder of the Dallas-based LTK shopping platform, and Cheryl Sew Hoy, CEO and founder of Austin-based Tiny Health, a fast-growing at-home microbiome health platform. See the full list of winners here.

NASA clears Artemis moon rocket for April launch with 4 astronauts

3, 2, 1...

NASA has cleared its moon rocket on for an April launch with four astronauts after completing the latest round of repairs.

The 322-foot (98-meter) rocket will roll out of the hangar and back to the pad at Florida's Kennedy Space Center, leading to a launch attempt as early as April 1. It will mark humanity's first trip to the moon in more than 50 years.

The Artemis II crew should have blasted off on a lunar flyaround earlier this year, but fuel leaks and other problems with the Space Launch System rocket interfered.

Although NASA managed to plug the hydrogen fuel leaks at the pad in February, a helium-flow issue forced the space agency to return the rocket to the Vehicle Assembly Building for repairs, bumping the mission to April.

The space agency has only six days at the beginning of April to launch before standing down until April 30 into early May.

"It's a test flight and it is not without risk, but our team and our hardware are ready,” NASA's Lori Glaze told reporters at the end of the two-day flight readiness review.

Glaze and other NASA officials declined to provide the risk probabilities for the upcoming mission.

History has shown that a new rocket has essentially a 50% chance of success, said John Honeycutt, chair of the mission management team.

There's so much gap since the only other SLS flight — more than three years ago without anyone on board — that it's difficult to understand any risk assessment numbers, Honeycutt said.

“It's not the first flight," Glaze said. "But we're also not in a regular cadence. So we definitely have significantly more risk than a flight system that's flying all the time.”

Late last month NASA's new administrator, Jared Isaacman, announced a major overhaul of the Artemis program to speed things up and, by doing so, reduce risk.

Dissatisfied with the slow pace and lengthy gaps between lunar missions, he added an extra practice flight in orbit around Earth for next year. That is now the new Artemis III, with the moon landing by two astronauts shifted to Artemis IV. Isaacman is targeting one and maybe even two lunar landings in 2028.

NASA's Office of Inspector General warned in an audit that the space agency needs to come up with a rescue plan for its lunar crews. Landing near the moon's south pole will be riskier than it was for the Apollo astronauts closer to the equator given the rough polar terrain, according to the report.

The report cited the lunar landers as the top contributor for potential loss of crew during the first few Artemis moon landings. It listed the space agency’s loss-of-crew threshold at 1-in-40 for lunar operations and 1-in-30 for Artemis missions overall.

Contracted by NASA to provide the moon landers for astronauts, Elon Musk's SpaceX and Jeff Bezos' Blue Origin have accelerated work in order to meet the new 2028 target date. The inspector general's office said many technical challenges remain including refueling their landers in orbit around Earth before flying to the moon.

NASA sent 24 astronauts to the moon during Apollo, 12 of whom landed on it. All but one of the moonshots — Apollo 13 — achieved their prime objectives. The program ended with Apollo 17 in 1972.

Kinder leads 19 Houstonians on Forbes' World's Billionaires List 2026

World's Richest 2026

According to Forbes, there has “never been a better time to be a billionaire” than in 2026, and the publication's newest World’s Billionaires List has revealed the 19 Houston billionaires that have risen among the wealthiest worldwide.

Kinder Morgan chairman Richard Kinder surpassed hospitality honcho Tilman Fertitta as the richest billionaire in Houston, ranking No. 232 on the global list with an estimated net worth of $13 billion. His net worth has grown by $2.4 billion since last year.

Fertitta, 68, may not be the richest Houstonian anymore, but his wealth is still on the rise. He ranked 268th on the list with an estimated net worth of $11.7 billion, up from $11.3 billion last year.

Out of the 390 billionaire newbies that made their debut onto the list this year, one of them calls Houston home: restaurateur and commodities trader Ignacio Torras. Torras, 61, is the founder and CEO of global commodities trading company Tricon Energy, and he owns Michelin-starred local restaurant BCN Taste & Tradition and its sister eatery MAD. But that's not all he spends his time doing, according to Forbes.

"In 2024 Torras launched a soccer tournament for neurodivergent players called the Genuine Cup," his profile said. "Last year 800 players and 30 teams from around the world played at Rice University stadium."

Torras debuted as No. 2600 on the list with an estimated net worth of $1.5 billion.

Houston-born multi-hyphenate superstar Beyoncé Knowles-Carter also staked a claim among the world's richest people in 2026. She ranked No. 3332 on the list with a net worth of $1 billion, thanks to her "years of music sales, touring and collecting art with her already-billionaire husband Jay-Z (estimated net worth: $2.8 billion)," Forbes said.

"The majority of pop star Beyonce’s net worth comes from her roughly three decades as a solo performer and a member of the girl-group Destiny's Child," her profile said. "She holds the record for the most Grammy wins ever, with 35, and won her first Album of the Year trophy in 2025. She and her billionaire husband Jay-Z purchased a $200 million Malibu mansion in 2023, in what was the most expensive home sale in California history."

Beyoncé also ranks No. 21 in the publication's separate list of The World's Celebrity Billionaires.

Here's how the rest of Houston's billionaires fared on this year's list:

  • Toyota mega-dealer Dan Friedkin: No. 279; $11.4 billion, up from $7.7 billion
  • Pipeline heir Randa Duncan Williams: tied for No. 323 with an estimated net worth of $10.2 billion, up from $9.3 billion in 2025. Fellow pipeline heirs Dannine Avara and Milane Frantz tied for No. 332 globally. Each has an estimated net worth of $10.1 billion, up from $9.2 billion. Scott Duncan ranks No. 353 with a $9.8 billion estimated net worth, up from $9 billion in 2025.
  • Oil tycoon Jeffery Hildebrand: No. 341; $10 billion, up from $7.7 billion
  • Houston Texans owner Janice McNair and family: No. 528; $7.3 billion, up from $6.2 billion
  • Energy exploration chief exec George Bishop of The Woodlands: No. 908; $4.7 billion, down from $5 billion
  • Westlake Corporation co-owners Albert Chao, James Chao and their families: tied for No. 1074; $4 billion, flat from 2025
  • Hedge fund honcho John Arnold: No. 1504; $2.8 billion, down from $2.9 billion
  • Perry Homes executive chair Kathy Britton: No. 1611; $2.6 billion, flat from 2025
  • Houston Astros owner Jim Crane: No. 1676; $2.5 billion, up from $2.4 billion
  • Former Houston Rockets owner Leslie Alexander: No. 1834; $2.3 billion, up from $1.9 billion
  • Mercedes-Benz mega-dealer Joe Agresti: No. 3185; $1.1 billion, flat from 2025
  • Frontier Airlines chairman William Franke: No. 3332; $1 billion, down from $1.2 billion

Elsewhere in Texas

Austin billionaire Elon Musk was declared the world's richest person for the second consecutive year, and Forbes said his “grip on the top spot is as strong as it’s ever been.”

“Musk became the first person to hit $500 billion in wealth, in October,” Forbes said. “Then $600 billion and $700 billion, within four days in December. Then $800 billion, in February.”

The Tesla, SpaceX, and xAI founder’s current net worth has skyrocketed to $839 billion — a shocking $497 billion more than his 2025 net worth.

In Dallas-Fort Worth, Walmart heiress Alice Walton has maintained her elite status as the world’s richest woman for the third year in a row. Walton is the 14th richest person on the planet with a current net worth of $134 billion, an eye-catching $33 billion higher than her 2025 net worth. She is the first American woman worth $100 billion, and one of only 20 “centi-billionaires” worldwide claiming 12-figure fortunes, also known as the "$100 Billion Club."

Koch Inc. stakeholder Elaine Marshall and her family are the richest Dallas residents, ranking No. 71 globally with an estimated net worth of $30.9 billion. Her net worth has grown by $2.6 billion since last year.

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This article originally appeared on CultureMap.com.

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