That’s one of the questions I’m hearing most often.

Here’s what I’m hearing from candidates.

Many are saying:

• “I’m getting interviews but no offers.”
• “I keep finishing second.”
• “The process just feels harder than it used to.”

Strong candidates with solid experience are finding it takes more interviews and more time to land a role.

Recent TechServe Alliance State of the Industry data reflects what many recruiters (and candidates) are experiencing: more interviews per hire and longer time-to-fill across the technology staffing market. Companies are filling roles, but often after comparing more candidates and moving more deliberately through the process.

Why it feels this way

According to TechServe Alliance’s February 2026 State of the Industry report:

• Job postings in technology, finance, and professional services are down more than 20%
• Hiring rate: 3.3%
• Quit rate: 2.0%
• Layoff rate: 1.1%

Together, these numbers describe a labor market with less movement overall.

Fewer people are leaving jobs, and companies are expanding headcount more cautiously, especially in technology-related roles. When mobility slows, hiring becomes more selective and timelines stretch.

That’s why the job market can feel challenging even for highly qualified candidates.

Early signs of improvement

Industry leaders are describing the outlook as cautious optimism.

Some companies are beginning to reopen budgets and restart projects that were paused in 2024 and 2025. Early-2026 hiring activity appears modestly stronger than last year, though still uneven across industries.

Where hiring is strongest

Demand remains steadier in:

• engineering
• utilities
• healthcare
• life sciences

Large enterprise technology hiring continues to be cautious.

AI and hiring

AI is a frequent topic in hiring conversations, but the impact looks different than many people expect.

Companies aren’t broadly hiring “AI engineers” yet. Instead, they’re hiring people to prepare systems, data, and infrastructure so AI can be used later, work like improving data governance, migrating systems to the cloud, and modernizing legacy applications.

So AI is influencing what work exists, not how many jobs exist, at least for now.

A wrong hire is costly, financially, operationally, and for team morale. When markets feel uncertain, companies naturally become more cautious about hiring decisions.

That often results in more interviews, more comparison, and longer hiring timelines. Markets move in cycles, and there are early signs we may be entering a better phase.

The post How’s the Job Market in Early 2026? appeared first on Clearmont Technologies.

SIM New Jersey’s November meeting brought together a full house of technology leaders to talk about something every organization is wrestling with right now: how to connect data and AI in a way that creates real business impact.

The event, “Building Data Strategies that Actually Work in the Age of AI” was moderated by Alex Levy of the Stefanini Group and featured panelists Gabriel Martins, Aleksi Aaltonen, Mick Kless, and Mark Sander.

I attended as a guest of Pasquale Cirullo, Past President of SIM NJ, and left with plenty of insights about where organizations—and their data—need to go next.

1. Technology without purpose is wasted effort

Moderator Alex Levy set the tone early: AI strategy isn’t a technology conversation — it’s a business one.

Throughout the evening, the panel returned to the same essential question:

“What problem are we trying to solve?”

Without that clarity, even well-intentioned AI initiatives can turn into “tech for tech’s sake,” adding complexity without delivering outcomes.

2. Data readiness is the real foundation

Mark, a longtime CIO in the pharma industry, shared a story about a company exploring an AI model for chemistry — only to discover that most of its critical data was still in handwritten lab notebooks.

It was the perfect illustration of a bigger truth:

AI depends on data that’s accurate, digital, and accessible.

Before organizations talk about AI, they need consistent documentation, digitized procedures, and thoughtful data governance — or the most promising ideas simply won’t scale.

3. Guardrails and governance come first

Mick Kless outlined four pillars of responsible AI:

• Transparency
• Explainability
• Accountability
• Responsible use

He also highlighted a growing blind spot — third-party vendor risk and shadow IT.

If employees or partners rely on unapproved tools, sensitive information can easily end up in the wrong place.

Good governance means knowing where your data goes, who touches it, and what safeguards exist along the way.

4. Making AI accessible — safely

Gabriel Martins shared how Stefanini built internal guardrails that allow employees across departments to experiment with AI safely.

Instead of restricting access to a few experts, they focused on making AI tools easy to use, secure, and available company-wide — paired with training and strong data protections.

It was a great real-world example of “AI democratization”:
making AI practical and usable for everyone, not just technical teams.

5. Start small to scale smart

When asked how organizations should begin, the panel agreed: start with small, focused wins.

Even large initiatives can succeed “in small bites,” as Mark put it, if each phase creates visible impact.

This approach builds confidence, reduces risk, and helps teams learn before scaling.

6. Keep what matters — not everything

With data growing exponentially, keeping “everything just in case” isn’t sustainable.
The panel discussed how modern tools now help:

• identify private or sensitive information
• tag and categorize data
• scrub what doesn’t need to be retained

As Mick noted, good governance isn’t about hoarding data — it’s about curating it thoughtfully.

7. A new mindset for AI

Aleksi Aaltonen added an academic lens, noting that AI behaves very differently from the software most organizations are used to.

Traditional systems give the same answer every time. AI doesn’t — it can produce different responses to the same question.

This unpredictability means companies need new ways to think about validation, trust, and oversight.

AI isn’t just a smarter search engine — it’s a new kind of system that requires a new mindset.

Closing Insight

Across all the perspectives shared, one idea tied everything together:

AI success isn’t about the tools — it’s about connection: connecting business goals, clean data, and skilled people.

Technology can absolutely be a differentiator — but only when those connections are strong.

A Welcoming, Engaged Community

One thing I always appreciate about SIM New Jersey is how warm and welcoming the community is.   People go out of their way to include others, share ideas openly, and ask the kinds of questions that spark real conversation.

It’s a great place to learn, exchange perspectives, and meet people who are navigating similar challenges in technology and leadership.

Special thanks to SIM New Jersey and the Stefanini Group for hosting such an engaging and thought-provoking evening.

The post Building Data Strategies for AI: Practical Takeaways from SIM New Jersey’s November Event appeared first on Clearmont Technologies.

Recruiters are often brushed off, but we’re much more than just a gatekeeper. We are strategic connectors who match top talent with career opportunities. The quality of our collaboration—the information we share and the professionalism we demonstrate—directly impacts how powerfully we can represent you to our clients. Remember, our interaction is the first look a company gets at your soft skills!

Taking an extra moment to write with clarity and respect doesn’t just make our collaboration easier—it strategically strengthens your reputation with us and with clients. It provides instant, tangible proof of the high level of professionalism they are looking for in their next hire.

Good communication isn’t complicated—it’s simply remembering that every touchpoint is a professional exchange that either builds or detracts from your personal brand.

The post Why Your Emails Are Costing You Opportunities appeared first on Clearmont Technologies.

We gathered insights from top IT hiring managers through interviews on the Tech Talent Today podcast. Drawing from conversations with leaders, here are the top five soft skills to prioritize when hiring IT talent.

1. Problem-Solving Ability

Technical skills may help diagnose an issue, but problem-solving skills determine how effectively a candidate can find innovative solutions. IT professionals face complex, evolving challenges daily, and their approach to tackling problems speaks volumes about their capability.

Rob Diamond, VP Security Architecture/Engineering Manager, assesses this by introducing unfamiliar concepts during interviews. He observes how candidates apply new information on the spot, which reveals their problem-solving process and adaptability.

2. Adaptability

The tech landscape changes rapidly. New tools, frameworks, and security protocols emerge regularly, and the best IT professionals are those who can pivot without missing a beat.

Adaptable candidates are quick learners who embrace change, making them valuable assets in environments where priorities shift frequently.

3. Communication Skills

Strong communication isn’t just about speaking clearly; it’s about translating technical jargon into language that stakeholders, clients, and non-technical team members can understand. Effective communicators ensure projects stay on track and cross-functional teams remain aligned.

Sravan Muthiraj, VP Chief Product Owner, emphasizes that successful interviews are a two-way street. When hiring managers approach interviews with curiosity and aim to connect, candidates naturally reveal their communication style and ability to articulate complex ideas with clarity.

4. Emotional Intelligence (EQ)

Emotional intelligence is the ability to understand and manage one’s emotions while empathizing with others. IT projects often involve high-pressure situations, and professionals with high EQ navigate conflicts, offer constructive feedback, and maintain strong team dynamics.

Pasquale Cirullo, Vice President of IT, evaluates EQ by asking candidates why they left previous roles and what drew them to new opportunities. This approach sheds light on their self-awareness, motivations, and interpersonal dynamics—key indicators of emotional intelligence.

5. Time Management

IT professionals juggle multiple priorities, from tight project deadlines to unexpected system issues. Strong time management skills ensure they can deliver quality work efficiently without burnout.

During interviews, inquire about how candidates prioritize tasks or handle competing deadlines. Look for specific examples where they successfully managed time-sensitive projects without sacrificing quality.

Putting it All Together:

While technical skills get candidates through the door, it’s the soft skills that keep them thriving in your organization. Problem-solving, adaptability, communication, emotional intelligence, and time management are the cornerstones of IT success.

Want to dive deeper into how top IT leaders assess these skills? Check out the interview clips here: Work Together – Clearmont Technologies

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We believe that doing good in the world isn’t just good business — it’s the right thing to do. That’s why Jim O’Hagan, Clearmont team member and founder of O’Hagan Career Coaching, is proud to support organizations like MANRRS (Minorities in Agriculture, Natural Resources, and Related Sciences), which creates meaningful opportunities for first-generation college students pursuing careers in animal health, veterinary science, agriculture, and beyond.

The Rutgers University MANRRS chapter recently invited Jim to lead a career workshop, where he shared interview strategies and professional insights with a room full of bright, first-generation college students. From interviewing tips to real-world career advice, Jim had the opportunity to connect with driven young professionals who are already making their mark.

“Jim’s recent program here at Rutgers received rave reviews from our Education Opportunity Fund program. Working with first generation college students who are preparing to move into the professional work world for the first time, Jim provided insights and practical strategies including interview skills, professional communication, and how to be the best version of yourself in the workplace. As an HR professional, I see every day how these skills lead to professional success.” -Paul Elwood, Director Human Resources, School of Environmental and Biological Sciences, Rutgers University

At Clearmont, we value initiatives like MANRRS that create pathways to success for the next generation of professionals. We believe that investing in people and community leads to lasting impact — and we’re proud to support team members like Jim who are making a difference.

To learn more:

MANRRS: https://www.manrrs.org/

Clearmont Technologies: https://clearmonttech.com/

O’Hagan Career Coaching: https://www.ohagancareercoaching.com/

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When hiring IT consultants, many managers focus solely on finding top talent at competitive rates – and rightfully so. However, it’s just as important to carefully vet the staffing firms providing those consultants. The way a firm treats its talent—offering benefits like health insurance, dental coverage, and 401(k) matching—directly impacts consultant well-being, job satisfaction, and ultimately, the success of your projects. Overlooking this factor could mean working with consultants who are disengaged, overextended, or constantly seeking better opportunities, which can affect productivity and project outcomes.

 The Overlooked Reality for Consultants Not every consultant has a spouse or family member with employer-provided benefits to lean on. For many, consulting is their sole income source, and the lack of benefits can leave them vulnerable.  A report by MBO Partners found that independent workers often face significant challenges in securing affordable health insurance, which can lead to financial stress and instability. Imagine trying to excel at work while worrying about affording medical care or saving for retirement. Consultants without benefits may face:

• Higher turnover: Seeking companies that can offer stability and support.
• High stress levels: Juggling health or financial insecurities on top of demanding projects.
• Decreased productivity: Concerns about personal well-being can lead to distractions and less focus on client needs.

Even consultants who do have access to benefits through a spouse or another source might hesitate to take on roles without benefits. Limiting access to benefits could narrow the candidate pool, leaving hiring managers with fewer options when sourcing the best talent.

Why It Matters to Hiring Managers As a hiring manager, you rely on consultants to deliver high-quality work efficiently. Without the stability that benefits provide, you risk losing your most skilled consultants or encountering underperformance.

Here’s why working with a IT staffing firm who offers benefits is a smart investment:

• Enhanced Commitment & Focus: Consultants who feel valued and secure—without worries about medical bills or retirement—are more engaged, motivated, and likely to stay with a project through completion.
• Access to Top Talent: Benefits make consulting companies more attractive, allowing them to recruit and retain the best professionals for your projects.
• Reduced Time and Cost of Turnover: Losing a consultant means starting over—wasting time on rehiring and training a new person and delaying project timelines as they get up to speed.

 Clearmont’s Commitment to Consultant Satisfaction: At Clearmont, we understand that satisfied consultants produce superior outcomes. That’s why we offer comprehensive benefits to our consultants, including medical, dental, and 401(k) matching. These benefits ensure our consultants can focus entirely on your needs, delivering the quality and dedication your projects deserve.

By supporting our consultants with benefits, we’re not just improving their lives; we’re giving you an edge. Hiring managers who partner with Clearmont gain access to a stable, loyal, and high-performing talent pool.

The Bottom Line Overlooking benefits isn’t just a consultant’s problem – it’s a risk for your project. Investing in consultants who are supported by benefits leads to better outcomes, stronger teams, and ultimately, greater success for your projects.

Are you ready to partner with Clearmont to ensure your consultants are supported, satisfied, and ready to excel? Contact us today to learn how we can help you build a high-performing team that’s committed to your success.

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Exploring AI’s Legal Frontier: Insights from SIM-NJ

In a world where technology evolves at a rapid pace, it’s easy to feel like we’re always working to keep up. But what about the legal side of things? As AI continues to transform industries, understanding how firms can create policies to ensure compliance with emerging regulations is crucial. That’s exactly what we explored during the Society for Information Management – New Jersey Chapter (SIM-NJ) meeting. This was an opportunity to dive deeper into the evolving landscape of AI and explore how companies can start the discussion and develop policies while embracing innovation with an eye on future compliance. With the EU AI Act now in effect and many U.S. states forming their own task forces, the timing of this discussion couldn’t have been better.

A Welcoming Connection

My journey to this event began with a podcast I hosted earlier this year, “Unlock the Secrets of IT Leadership with Pasquale Cirillo, Ep #34.” Little did I know that my conversation with Pasquale, the former SIM-NJ president, would lead to this opportunity. He made sure I could join the session, and I got to catch up with him and meet John Erickson, the current president, along with fellow first-timer Ilya Alper. The evening promised valuable insights and did not disappoint.

Diving Into AI and the Law

As the event began, it was clear that the room was eager to discuss AI and its legal implications—a topic that’s on the minds of IT leaders. The highlight was a panel discussion featuring some impressive speakers:

1. Tyler Bryk, Head of AI at PTC Therapeutics Inc.
2. Dr. Robert Spangler, CISO of the NJ State Bar Association
3. Elijah Low, CEO of AI Matrix Solutions and author of Navigating AI with Faith
4. Moderator: Chris Tyrrell, Senior Financial Services Executive

Key Takeaways from the Discussion:

1. Data Privacy and Security: With AI becoming more embedded in daily operations, the panel stressed the importance of establishing standards and policies to protect sensitive data. Yet, in such a fast-moving field, creating a definitive rulebook is tough. Flexibility and an ongoing conversation within organizations will be key.
2. Training and Remote Workforce: As hybrid and remote work reshape the workplace, training employees on responsible AI use is more important than ever. The panel highlighted the need for robust education to ensure data security and ethical standards, even when teams are spread out.
3. AI Tools and Data Privacy: The discussion highlighted the risks associated with using publicly available AI tools for sensitive business operations. The panelists advocated for the development and use of internally created AI tools to better protect proprietary data.
4. Ethical AI Usage:  One of the most thought-provoking segments focused on the ethical considerations of AI usage. The panel debated how businesses can stay competitive while managing the risks associated with AI, emphasizing the need to find the right balance between innovation and responsible use.
5. Vendor Selection and AI: The importance of thoroughly vetting vendors who use AI in their technology was underscored. The panel suggested developing AI-focused checklists for vendor selection to ensure compliance with company AI policies and to understand how AI is being used in the products or services being procured.
6. Moving Forward with AI: The panel wrapped up with practical advice: Start conversations about AI now, stay informed about developments, assess how AI is being used within your organization, and put strong controls in place to guide its implementation.

Reflections and Future Considerations

As the event wrapped up, it became clear that this is just the beginning of many important discussions. A particularly thought-provoking moment came from Elijah Low, who asked whether we’re truly preparing the next generation for a world shaped by AI. He pointed out that many jobs of today may not exist in the future, and the roles that will replace them are still unimaginable.

The SIM-NJ meeting highlighted the importance of staying ahead of the curve, especially in a field as dynamic as AI. The insights shared at the event were not just informative—they were a call to action to engage with the evolving AI landscape, start setting policies, and stay connected with industry peers.

For anyone navigating the ever-changing world of AI, joining professional organizations like SIM-NJ is invaluable. The connections and insights gained could be the key to mastering AI’s challenges and opportunities in your own organization.

The post Exploring AI’s Legal Frontier: Insights from SIM-NJ appeared first on Clearmont Technologies.

Jim O’Hagan from O’Hagan Career Coaching emphasizes this mindset: “Every hiring manager, is under dramatic pressure to hire the right person. They need to trust that when you’re assigned something, you’ll take it on and get it done, but also be willing to raise your hand when necessary. It’s not just about your resume; it’s about trust, feel, and making a genuine personal connection.”

With that in mind, this guide will give you insights into what hiring managers are really thinking when they’re considering you for a consulting position and how you can position yourself effectively.

1. “I’m Evaluating Your Fit for Our Current Needs”

What They’re Thinking: Hiring managers are focused on finding someone who can quickly integrate and deliver results. They’re assessing whether your skills and experience align directly with the project’s specific goals.

What You Should Do: Emphasize your ability to hit the ground running. Highlight previous consulting projects where you quickly adapted to a new environment and delivered successful outcomes.

2. “I’m Interested in Your Problem-Solving Approach”

What They’re Thinking: As a consultant, you’re expected to bring solutions to the table. The hiring manager wants to understand how you approach problem-solving and how you’ll handle challenges that arise during the project.

What You Should Do: Share examples of how you’ve solved complex problems in previous roles. Walk them through your thought process and how you’ve applied your expertise to deliver value to your clients.

3. “I’m Assessing Your Ability to Work Independently”

What They’re Thinking: Consultants often work with minimal supervision, so they’re gauging your ability to manage your time, stay organized, and deliver results independently.

What You Should Do: Demonstrate your self-sufficiency by discussing how you’ve managed projects from start to finish on your own. Highlight your time management skills and how you’ve successfully met deadlines without constant oversight.

4. “I’m Curious About Your Flexibility”

What They’re Thinking: Consulting roles often require flexibility—whether it’s adjusting to new client demands, working across different departments, or adapting to evolving project scopes.

What You Should Do: Showcase your adaptability by sharing experiences where you’ve successfully navigated changes in project direction or scope. Highlight your willingness to take on new challenges as they arise.

5. “I’m Considering How You Fit with Our Team (Even Temporarily)”

What They’re Thinking: Even though you’re a consultant, your ability to mesh well with the existing team is important. They want to know if you’ll work harmoniously with full-time employees, even if it’s just for the duration of the project.

What You Should Do: Talk about your experience working with different teams, especially in temporary or project-based roles. Emphasize your ability to build rapport quickly and collaborate effectively with various stakeholders.

Conclusion: As a consultant, understanding the specific concerns and expectations of hiring managers can help you stand out in the interview process. By addressing these key points, you’ll position yourself as the ideal candidate for the consulting role.

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