By Maggie Mancini
In a constantly evolving talent landscape, agility is paramount. When market conditions change, it's important for talent acquisition teams to change with them. At ReSource Pro, the talent acquisition team has redefined the organization's talent strategy and elevated its operational scalability amid company-wide growth, multiple acquisitions, and the launch of new global operations.
By balancing high-stakes initiatives like global expansion and process transformation and operating as more than just recruiters, the team filled 155 roles across the U.S., Serbia, and other newly acquired business units, achieving the fastest average time-to-fill in company history, says Heather Burwell, talent acquisition manager at ReSource Pro.
"Our role extends well beyond filling positions," Burwell explains. "We lead project management efforts and are an integral part of M&A integration projects. As subject matter experts, we design and execute compliant hiring workflows, create onboarding models that scale across geographies, and lead contractor classification reforms that protect the organization from risk."
The team leverages a structured project management framework—defining timelines, deliverables, dependencies, and stakeholder communication plans—to manage multiple high-priority initiatives without sacrificing compliance. Collaboration is a cornerstone of the team’s approach, Burwell says.
By working closely with legal, finance, HRBPs, operations, and shared services, ReSource's talent acquisition team ensures each hiring or integration effort aligns with broader company goals and regulatory requirements.
"Our success is rooted in solid, repeatable processes. Standardized workflows for international hiring, acquisition onboarding, compliance checks, and reporting create consistency, reduce risk, and free capacity for future planning. This foundation allows us to pivot quickly when market conditions, regulations, or acquisition timelines shift."
In addition to acting as project managers, Burwell says ReSource's TA team reimagined high-volume hiring by shifting key roles to an evergreen model, enabling "right fit" hiring rather than chasing backfills, while reducing burnout, and improving candidate quality.
Additionally, the team created an offer letter mail merge and documentation model to process more than 350 offer letters in just over six hours—a process that traditionally would have taken the team three full days.
To ensure the right fit, the team expanded their behavioral interview tools, learning modules, and mentorship guides to support consistent evaluation across roles and geographies, Burwell says.
And, for candidates who did not advance through the hiring process, the team implemented enhanced rejection tracking, allowing them to pull real-time insights on candidate dropout trends, offer declines, and hiring manager satisfaction.
These TA changes have resulted in a boost to both internal team morale and organization-wide engagement and trust, Burwell says. Within the TA team, the shift toward innovation and process ownership has created a sense of empowerment, as employees feel informed on strategic priorities and are involved in decision-making from the earliest stages, she adds.
"Even at early career levels, they are included in meetings with executives where their input impacts and shapes business decisions," she says. "Exposure to high-impact projects, global expansion work, and compliance initiatives have accelerated skill development, allowing team members to scale their expertise faster than traditional recruitment roles would allow."
This shift has led to higher engagement, stronger collaboration, and a shared sense of accomplishment among members of the TA team, she explains.
HR leadership also developed a new TA staffing model to support organizational growth through 2031, helping leaders align talent investment with projected revenue growth. The teams expanded use of hiring metrics like time to hire, offer acceptance, rejection analysis, and early attrition have increased visibility and accountability in recruitment operations for the first time at this scale, Burwell says.
Across the organization, these changes have positioned TA as a trusted partner, rather than just a transactional service. Hiring managers and business leaders rely on TA to manage one of the most critical and time-intensive functions—hiring—which frees them to focus on their own core competencies and goals.
"By combining operational excellence with a proactive, partnership-driven approach, the TA team has not only improved hiring outcomes but also deepened employee morale, engagement, and trust across the organization," Burwell says.