Robert Vaughn, Regional Manager, Robert Half

Robert Vaughn, regional manager of Robert Half, spoke with Invest: about Houston’s hiring environment, where optimism is returning even as companies remain selective. “Houston’s diversity is one of its biggest strengths, and that shows up in hiring,” Vaughn said.

How would you describe the hiring environment in Houston at the start of 2026?

It is a complicated market, but the year started with a clear sense of optimism. There are challenges, but there are also positive signals. We surveyed hiring managers in Houston and found that 61% planned to add direct-hire employees in the first half of 2026, while 55% expected to increase contract staff. That means more than half of the companies in the area were looking to grow their teams to start the year, and that created momentum.

Which industries are driving the greatest demand for talent in Houston right now?

Houston’s diversity is one of its biggest strengths, and that shows up in hiring. We support companies across a wide range of industries, but the biggest drivers for us right now are energy, healthcare, and education.

Energy remains a foundational sector in Houston, and healthcare continues to be a major force given the scale of the medical ecosystem here. Education is also significant, whether that is higher education or K-12 systems. Beyond that, logistics, manufacturing, and distribution continue to create demand as well. Houston has multiple engines of growth, and that helps sustain hiring activity across the market.

How has the skills gap developed, and what are companies doing to address it?

The gap has grown in part because companies were cautious for a period of time. Many held back on hiring and spending, while candidates also became less willing to leave stable roles. When both sides become more conservative, openings do not get filled, and new skills do not enter the organization as quickly as they need to.

However, companies still have to move forward. They still have growth initiatives, technology changes, and operational priorities that require capabilities they may not already have in-house. What we are seeing now is that employers are using a mix of direct-hire and contract staffing to catch up and bring in the skills they need. That is happening across sectors, not just in Houston’s largest industries.

How are AI and other advanced digital skills influencing hiring and workforce planning?

AI is reshaping the conversation, but it means different things to different companies. Some organizations are still trying to understand where it fits and are looking for guidance on how to use it effectively. Others already have a plan in place and need specific consulting or technical support to execute it.

What is clear is that AI is changing workforce planning. It is designed to complement work, improve efficiency, and free people up to focus on higher-value tasks. In some areas, it may reduce the need for lower-level roles, but the bigger shift is that companies are looking for people who know how to use these tools productively.

I tell people all the time that AI is not going to take your job. The people who use it will take your job because they know how to use it effectively to make their job easier and better. Employers are thinking about how to use AI to improve speed, accuracy, productivity, and ultimately business performance.

What new challenges is AI creating in the hiring process itself?

AI has created a real vetting challenge. Candidates can now use it to produce polished resumes and cover letters that make everyone look the same on paper. In some cases, people are even creating fake resumes. That puts more pressure on employers to verify whether someone truly has the experience and skills they claim to have.

For clients, that means more time spent screening and validating candidates. It is one of the reasons staffing and recruiting partners can add value right now, because we already do that vetting.

How have candidate expectations evolved around compensation, flexibility, and workplace culture?

Candidates still want flexibility, and hybrid work remains one of the biggest differentiators in the market. Fully remote roles are always attractive to candidates, but they are not especially common in Houston. What employers can do is offer a flexible hybrid structure and a strong work-life balance, and that goes a long way.

There are situations where candidates will prioritize flexibility over compensation. Every candidate is different, but the ability to work in a way that supports their life outside the office is still a major factor. Culture matters too, especially when it comes to making a strong match between the individual and the organization.

How are hiring timelines changing?

For companies trying to manage the process on their own, we are seeing it take about 13 weeks just to get to an offer. That does not even account for whether the candidate accepts. If that offer is declined, the employer may be looking at another 13 weeks, which means a role could stay open for close to six months.

That is a long time to go without someone in a mission-critical position. It creates strain on teams and slows progress. Employers are realizing that a long hiring cycle has real business consequences.

Where are you seeing the strongest demand for advisory services from clients?

There is no one-size-fits-all answer because every company is at a different point in its journey. AI is the headline topic, but AI also depends on data, systems, and processes being in the right place. Everything is connected.

Some companies need help understanding how to begin. Others need support around implementation, data structure, staffing, or consulting. The strongest demand is for tailored solutions that reflect where each company is today and where it is trying to go.

How are broader economic and political factors influencing hiring decisions in Houston?

There is still optimism, but companies are also realistic. They may not be moving at the pace they would ideally like, yet they still have to evolve. Technology is changing too quickly for organizations to stand still. Security is a good example. You cannot wait for the perfect moment or a future budget cycle to address it. You have to stay protected and current at all times.

That is why companies continue to invest even in a more uncertain environment. If you’re not growing with it, you’re going to be left behind. That applies not only to systems and technology, but also to talent. Candidates want to work for organizations that are modern, relevant, and moving forward.

How important is community engagement to employers and candidates in this market?

It matters. People want to work for companies that invest in their communities. In Houston, there is no shortage of opportunities to give back, whether that is through the food bank, children’s programs, local runs, or neighborhood organizations.

We work with many companies that take that responsibility seriously, and it does make a difference. It reflects the culture of the organization and helps employees feel connected to something bigger than their day-to-day responsibilities.

What advice would you give to a company entering Houston and trying to build a competitive workforce strategy?

Start with flexibility. If you can operate with a flexible model, you will have access to a wider candidate pool. From there, pay competitively, even if you do not need to overpay, and make sure people see a path for growth.

People generally leave jobs for a few reasons. They want more opportunity, they are unhappy with their manager, or they want more money. If a company can offer growth, flexibility, and fair compensation, it is going to be in a much better position to attract and retain talent over the long term.

What advantages does Houston offer in the competition for talent?

Houston’s scale and diversity are major advantages. There is opportunity across industries, and there is also space to grow. We are constantly hearing about companies moving headquarters or expanding operations here because it is cost-effective and because the market gives them access to a deep labor pool.

Houston has the room, the people, and the economic base to support that growth. When you combine those factors, it becomes a compelling place for companies to build and for professionals to pursue opportunity.

What are your priorities for the next few years?

Our approach stays the same. We want to do what is best for our clients and our candidates. On the client side, that means helping organizations fill mission-critical roles and supporting their success. On the candidate side, it means identifying opportunities that align with people’s skills and long-term goals.

That commitment does not change based on what is happening in the broader environment. Our role is to keep creating the right connections and helping both sides move forward successfully.