One-third of science, technology, engineering, and mathematics (STEM) jobs are unfilled, resulting in less revenue for companies. The purpose of this qualitative single case study, grounded in the human capital theory, was to explore strategies that 2 hiring managers used to recruit STEM professionals in an organization in central Virginia. Data were collected from semistructured interviews, member checking, and company documents on STEM recruitment. The 4 themes that emerged from the data, analyzed using Yin's 5-step process, were as follows: partnerships with state government and local colleges, leadership and employee development programs used as recruitment incentives, competitive compensation package and work-life balance to entice new hires, and meticulous investigation, evaluation, and trial periods. The findings of this study could provide hiring managers with strategies to improve recruitment of skilled STEM professionals. The implications for positive social change could include a reduction in employee turnover, a decrease in employee recruiting costs, an increase in employee retention, more motivated and engaged employees, and an increase in employee production, all of which could increase profits and positively influence the company and the health of the community.