The Science of Finding and Fostering Talent

Shai, who attended Touro’s Lander College for Men for his undergraduate degree, and Tzuri, who earned his bachelor’s at Yeshiva University, graduated from Touro’s I-O Psychology program in 2015 and 2016 respectively. Now, they work together in the human resources department at the OU, where Shai serves as assistant director of talent development and director of the OU executive fellowship, and Tzuri is a talent acquisition manager.

In their respective roles, Shai focuses on the development and retention of employees, helping OU staff maximize their potential, while Tzuri leads the hiring and recruitment efforts across multiple departments.

“We are tasked with the overall talent in the organization,” Tzuri said. “That starts with me trying to find the most highly qualified people who not only have the skills today but are also vessels for Shai to take them and continue molding them into integral parts of this organization.”

A Combination of Theory and Practice

Reflecting on his time at Touro, Shai emphasized how the program’s structure provided both theoretical knowledge and practical application.

“We both took job analysis courses, worked on performance appraisals, and learned about competency modeling,” he said. “That common foundation allows us to be on the same page when it comes to identifying talent and ensuring employees have the tools to succeed.”

Shai credited the close mentorship he received at Touro for setting him on his professional path.

“I had the opportunity to be published with Dr. Ben Elman, the head of the program at the time, and to this day, we still keep in touch,” he said. “Dr. Elman recommended me for my first part-time role at the OU while I was in grad school, which helped me get a foot in the door.”

Tzuri said that Touro was instrumental in launching his career, as well.

“I found out about my first job in the I-O psychology field, where I worked for over eight years, through an email from Touro,” he said. “That opportunity allowed me to build the necessary skills to transition to the OU.”

One tangible impact his education had on his career came from a class he took on job analyses, a systematic process that involves studying a job to identify its tasks, responsibilities, and qualifications, using quantitative and qualitative data. As part of the course, students learned how to analyze a job and break it down to its finer parts, in part by doing a job analysis on a position of their choosing.

“When I interviewed for my first job, I actually knew what I was talking about and had experience in something very few practitioners even have,” Tzuri said. “Even when not performing the official steps of job analysis, it gives us a better perspective than the average employee—or even HR practitioner—when thinking about job qualifications and assessment tools to measure candidates.”

Human Resources vs. I-O Psychology

A key distinction between traditional human resources and I-O psychology, Tzuri explained, is the emphasis on research-driven decision making. For example, the concept of structured interviews, which they first learned about at Touro and have applied to their work at the OU. Instead of hiring employees based on gut feelings and other subjective measures, they created a structured interview guide so that each candidate is asked the same interview questions, and their answers are rated on a quantitative scale and compared to see who would be the best fit.

“Most of the time, a firm handshake isn’t an important function of the job,” Tzuri said. “Maybe the candidate is wearing the same shirt as the interviewer and from that they establish a form of camaraderie, but that’s probably not relevant to whether this person is the best candidate, based on merit and fitness, for this particular job.

Similarly, Shai said that data-driven performance reviews are a focal point of his work. He manages the performance review process at the OU, a system they instituted in which, beyond the annual review, employees have five check-ins with their supervisors throughout the year. Like the structure Tzuri uses for hiring, Shai uses a quantitative rating system to measure employees’ skills in all aspects of their jobs.

“Our check-in system to help employees set goals and receive meaningful feedback throughout the year,” Shai said. “But it’s not just about rating performance on a scale or asking if they are or are not meeting expectations. It’s a way to build real conversations that gives them clear, actionable insights so they can grow in their careers.

“The result is a workforce that knows exactly what they’re working toward—and why.”

Partnering in Talent

As professionals dedicated to both talent acquisition and development, Shai and Tzuri collaborate often.

“Retention starts with recruitment, which means bringing in the right people is just the first step,” Shai said. “After they’re hired, our job is to make sure they thrive and advance within the organization.”

That includes providing guidance for employees feeling stuck in their roles.

“We have a running list of employees who come to us seeking growth opportunities,” Tzuri said. “Shai and I work together to determine whether we can upskill them in their current roles or identify a better fit elsewhere within the organization.” 

Tzuri and Shai were also quick to recognize employees at the OU who they said were responsible for putting them in positions to succeed, most notably chief human resources officer Josh Gottesman.

“Josh has been both a guide and a driving force behind HR initiatives,” Shai said. “His leadership creates the space for us to push forward big ideas, take on new projects, and build together in a way that truly impacts the people at the OU.”

The most rewarding part, Shai and Tzuri agreed, is the ability to make a difference in the lives of their colleagues.

“People spend a third of their day at work,” Tzuri said. “My goal has always been to make that experience as fulfilling as possible.”

Added Shai, “My passion is helping people like what they do and be good at it. And I get to do that for 3,500 employees worldwide.”