Helen Street

I don't attribute my success to recognition or accolades - that's nice, but it's not what drives me. What really matters to me is the impact I'm making when I'm recruiting. I'm influencing a lot of different areas and bringing all sides together, which is what's truly important to me. I get really excited when hiring managers hire someone I've brought to them and that person adds value to the company - that's when I feel successful. It's not about me at all. It's when I see other people succeed, knowing that I had my hand in it, that I helped them, guided them, supported them, and encouraged them. I brought both sides together, and that right there is the most rewarding part of this job for me. Seeing them all succeed because I had a hand in it - that's the whole point.

I've received so much great advice from so many people over the years. My parents told me to optimize my skills, not just my job title - because titles come and go, but your skills stay with you. They also said to get really good at one thing that people will pay for. For me as a recruiter, I solve real problems that can be measured in revenue, efficiency, and growth. Another piece of advice that stuck with me is to work with people who are better than you, because that raises your standards and accelerates your learning. I've also learned to build relationships before I need them - as a recruiter, that's crucial because opportunities usually come through people, not just job boards. And finally, learning how to communicate effectively is essential. My whole job is really all about communicating - I have to explain complex ideas simply, write clearly, and speak confidently. When I think about what I'll learn in any role, I ask myself: will this make me valuable anywhere? That's how I evaluate opportunities.

It's really about developing relationships as a recruiter - that is so vital to being successful. I know that's not easy because you have to deal with so many different types of people, but that is how you succeed. You have to always be open to connecting with others, not just leaders, but people at all levels. It's people first, really - that's what's important. You never know who you're meeting that's going to give you that next opportunity. And I'm not going to sugarcoat it - dealing with people is probably the hardest part of anybody's job. But if you really want to do this field, and it goes with human resources in general, that's what you need to do. You can't hide behind a desk, a phone, or a computer. You have to be comfortable being public-facing and building those connections. It's all about the connection, the voice, and the texturizing of the relationship.

Hiring has a lot of ups and downs, and honestly, there are more things that can go wrong than go right. The question is how you're going to approach that - and it's easier said than done. Hiring managers want perfect candidates, there's high competition for talent, and candidates drop off or ghost you all the time. There are so many stakeholders and management layers to deal with, pressure around metrics, and sometimes burnout from the workload. You're expected to sell the company, but your compensation might not be competitive, or your Glassdoor or online reputation may hurt your process. You may get delayed feedback, requirements change, and people expect miracles. The real formula for me is having that business understanding first of all, and then building relationships. You really have to be consistent and speedy in your responses. But the key is how you're going to handle all the hard stuff - all the things that are out of your control, like when your package isn't as inviting as a candidate wants even though you know they're a perfect fit. That's the reality of what we deal with every day.

I believe that your values show up in what you consistently do, not just what sounds good. So I look at what I actually spend most of my time and money on - my actual behavior. I ask myself: what do I feel energized by? What do I feel frustrated by? What are my non-negotiables? Those things for me are achievement, impact, and growth. I think it's important to look at whether your values align with how you're actually living your life, not just what you say is important. My non-negotiables are the things that define who I am - my strong points that won't be bent by an overbearing supervisor or a difficult situation. Those are the values that truly matter to me.