Sarah Hoover is a seasoned HR strategist who blends behavioral science with modern workforce design. She leads initiatives that elevate recruiting, employee development and organizational culture to build a high-performing workplace.
In an interview with Government Business Review, Hoover outlined her approach to modernizing HR with transparent processes and technology-driven efficiency to strengthen recruitment and accountability across the industry.
Leadership Guided by Service Commitments
Working across both clinical and administrative roles in behavioral services exposed me to how quickly organizational needs evolve. Experiencing that shift firsthand led me to pursue my master’s in human resources and redirect my career.
The role at the Office of the Inspector General (OIG) immediately resonated with how strongly I valued the significance of public service work. It offered a place where I could extend my skills into a new environment and contribute to the work of the Commonwealth.
Behavior Principles Strengthening Workplace Dynamics
My training in Applied Behavior Analysis (ABA) strongly influences how I approach HR. It taught me to look beyond surface-level behaviors and understand the conditions that influence how people conduct themselves at work. I focus on the patterns and reinforcements that drive performance and engagement.
Operating as a collaborative organization, we regularly meet with division leaders to stay aligned on staffing needs and keep our HR team closely connected to hiring requirements.
Structured feedback, recognition programs and performance-based reviews allow us to reinforce behaviors aligned with our mission and sustain them consistently across the organization. This approach helps managers better understand employee behavior by looking at antecedents, consequences and context.
The data-driven nature of ABA also keeps me grounded in evidence rather than assumptions. It allows us to monitor progress over time and adjust our practices to ensure our interventions are effective.
Rebuilding Recruitment for Efficiency
One of my priorities at the OIG was adding structure to the recruitment process. Operating as a collaborative organization, we regularly meet with division leaders to stay aligned on staffing needs and keep our HR team closely connected to hiring requirements.
We enforce clear timelines throughout the recruitment process to prevent unnecessary delays and keep candidates moving forward. Managers review applicants on an ongoing basis, and we clearly communicate where they are in the process. Our interview panels bring together diverse members from across the organization, enabling a more balanced and objective assessment of each candidate.
As a SHRM-certified professional, I stay current on evolving laws and HR best practices, working closely with our legal team to ensure our policies and decisions align with statutory requirements. We’ve also streamlined onboarding to reduce administrative burden, allowing new hires to engage with their core responsibilities from the beginning.
Modernizing HR through Digital Workflows
Over the past two years, we’ve transitioned many paper-based workflows to digital formats. As a result, delays have been reduced, and access to critical information has improved, particularly in a hybrid environment.
These changes have also helped elevate customer service and reduce carbon footprint. By streamlining data and minimizing manual processes, we’ve been able to operate with greater consistency.
Going forward, we aim to implement a new applicant tracking system to streamline end-to-end recruitment and create a smoother experience.
Advice Anchored in Presence and Trust
The hybrid environment adds an extra layer of complexity to workforce management. I rely on consistent check-ins and weekly one-on-one meetings to make my team feel supported, aligned and heard, no matter where they’re working. These meetings ensure that the staff and I stay connected, whether the conversation takes thirty minutes or an hour.
Within our hybrid model, we maintain a regular in-office day. Coming together physically allows for personal connection and collaboration that’s difficult to replicate remotely. When possible, I encourage managers to build in dedicated team days, as shared time plays an important role in how teams work together effectively.
