Talent Management Blog » The Recruitment Revolution

What Is Your Authentic Identity?

Kevin Krumm — Tue, 20 Mar 2012 18:43:08 +0000

How many online profiles have you created? Your “authentic identity” is more than a LinkedIn page detailing your professional accomplishments and industry connections. It is a collection of profiles across the Internet. Having an authentic identity on the Internet today, especially for a job seeker, means broad consistency across a candidate’s social networking mediums. Preferably, it is a convincing picture of candidates and gives them professional credibility. A poor presence is one that consists of questionable content that can call candidates’ discretion, or worse, their character into question.

This issue of having a consistent online presence is increasingly important as social media expands and matures. We think of Google primarily as a search engine and of Facebook mostly as a social networking site, but those legacy businesses obscure the fact that these companies are fighting a battle to be the keepers of your online identity. Google and Facebook accounts are becoming universal logins required for admission to news, entertainment and commercial sites. Want to post a comment on YouTube? Log in first with your Google account. You want to “Like” an item on a news aggregation site? Log in via Facebook. You want to leave a review bashing the service you received at your neighborhood café, use Yelp. While your Yelp account name isn’t your “real” name, isn’t the picture on your profile actually you? The days of interacting online anonymously or with a pseudonym are numbered. The Web tracks your online presence, and that online presence is being propagated and connected through new outlets.

Job candidates must be mindful of the presence they create online and the tracks they leave behind. When less-than-flattering photos surface on a friend’s public Facebook wall, good stewards of their “authentic online identity” take action and ask their social networking friend to take the photo down or at least remove the tag that identifies them. From the recruiter’s perspective, a candidate with a compromising online presence is one with either poor judgment or a lack of Web savvy.

While reports of the death of paper résumés are greatly exaggerated, the résumé can now take a variety of online forms – from a LinkedIn account to a professionally geared Facebook page, a Prezi or a personal website. That leads to a network effect in which more and more people are posting their profiles online, and more and more recruiters perform a free and quick Web search to vet candidates. Does the term of your most recent employment on LinkedIn match what you put in the resume you forwarded to that recruiter? It had better.

To sum it up, a job seeker’s online identity on social networks and elsewhere on the Web is an increasingly important tool to help candidates promote themselves. A good online presence is like good credit in that it’s up to people to establish and maintain it for themselves. And as a free, fast and frequently effective means to assess candidates, the concept of “authentic identity” is a boon to recruiters as well.

Recruiting Strategies That Should Be Part of Your Repertoire

Anne Kutscher — Fri, 20 Jan 2012 20:45:36 +0000

As we all know, the economy has been sluggish for the last three or four years. Open positions have been few and relatively easy to fill with the large numbers of people searching for work. Companies have been keeping top performers to help them get through until things pick up.

Chatter indicates that 2012 will see an uptick in the number of hires in the private sector. Recruiting strategies that have worked during the down economy may continue to work for a small number of openings, but as the competition for talent increases, recruitment creativity will need to improve. If your business is still sluggish, now is the time to invest in building relationships and the company brand.

Below are a few traditional recruiting strategies you can utilize in your efforts to fill open positions:

Pay attention to layoffs and develop relationships with the HR professionals who are working for the company laying off workers. Federal law requires that companies give employees and the public notice of layoffs. Keep an eye on the news and be one of the first to call. There will be many meetings with employees to discuss layoffs. Get yourself on the agenda and spend time getting to know the individuals being laid off.
Build relationships with the unemployment offices in your recruiting footprint. Take every opportunity you can to educate them on your company and what you look for. Doing so will allow them to contact you when they find someone who has just been laid off. They can help screen for you and will advertise on your behalf.
If you have a military base near you, reach out to staff there and develop a relationship. This will be more of a long-term relationship, as military personnel start looking for work a year prior to their release date. But, it will give you the opportunity to hire well-trained individuals.
Network with recruiters in other industries. They will come across candidates who don’t fit their company but might fit yours. Don’t be afraid to share candidates with them so they share with you.

Newer strategies to find talent involve lots of Internet searching and sourcing.

Create a corporate Facebook page – many websites are reporting that sourcing on Facebook is up. Don’t lose out by not having a presence!
Start a LinkedIn group – and be active in other LinkedIn groups. Don’t just lurk. Be proactive and show that you are the subject matter expert in finding a job even if the group has nothing to do with finding a job. Group members will turn to you for advice and you can find more about their work history.
Tweet! Use Twitter to announce openings and find experts who might be looking or (more likely) know of others looking.
Dive into mobile marketing. Use QR codes on all of your advertising. Develop mobile marketing that can be texted to candidates. Texts can become viral and spread farther than you can imagine.
Update your careers page to keep it fresh and exciting. Make it easy for candidates to apply online. If the application is too lengthy, candidates will not take the time to complete it and you will lose.

These are just a few of tips you can use to help find top talent. Feel free to chime in and share your favorite recruitment ideas.

Why Last Quarter Should Be a Recruiter’s Busiest Season

Anne Kutscher — Tue, 03 Jan 2012 18:49:59 +0000

Most people think recruiting slows down in the last quarter of the year. And, to a point, it does. Not many companies are actually hiring in the last few weeks of the year. But recruiters who know what the needs are going to be in the first quarter can take advantage of the holiday season to schedule interviews and line up candidates they want to bring on board.

Most employees are taking time off to spend with their family and have more flexibility to meet with a potential new employer to talk about upcoming opportunities. Additionally, students who do not attend colleges close to your offices come home for the holidays and can meet with recruiters face to face (versus Skype or via phone or the expense of sending a recruiter out to that college/school) to talk about internships or opportunities after graduation.

Connecting with candidates from the weeks leading up to Thanksgiving through the new year to discuss potential job placement in the first quarter of the next year allows recruiters to look like superstars when the first quarter crunch to hire candidates comes (and it seems to always come).

Of course, taking advantage of this can only happen if you know what you are going to hire for, right? You need operations to tell you what sorts of pools you need to build. This is not necessarily true, however. You can run historical reports to see what positions are typically hired for in the first quarter. All businesses run cyclically. You can talk to your operational managers to find out what they think the trends are (this will make you look like you are strategic and forward thinking). Another option would be to spend 2012 making notes of the trends yourself. Use your calendar to remind you to run monthly reports so you can get a feel for what you are hiring each month. You’ll find some trends buried in those reports that you might not be able to see as you are doing the hiring.

As August rolls around (right before HR offices swing into the fall cycle of open enrollment and the business starts thinking of year end), review these monthly reports to see what trends exist. Create a plan to spend part of your last quarter recruiting for the positions you will most likely need to fill in the first quarter. You’ll find that you can connect with candidates who might be looking to relocate as they come “home” to spend the holidays with family. You can line up interns before other companies start making offers so you have the pick of the litter. And, you will highlight your strategic thinking skills, which will make you the obvious choice for promotion, increases, etc. in the following year.

So, use 2012 to create a plan and show off your skills for the first quarter of 2013!

Recruitment to Help Your Affirmative Action Plan

Anne Kutscher — Mon, 19 Dec 2011 19:47:31 +0000

As 2011 comes to a close many HR departments are thinking about their affirmative action plans (AAP) and pulling together documentation for federal and state agencies detailing recruitment efforts that have been made to ensure that good faith efforts have been made to assure that equal opportunity is present in all aspects of employment.

A little background on how AAP plans work and who is required to create and follow one: Since 1965, federal contractors and federally assisted construction contractors and subcontractors with $10,000 or more in government contracts are required by Presidential Executive Order 11246 to comply with the equal employment opportunity (EEO) and affirmative action provisions of the contract(s) they have signed with government entities. What this order boils down to is that employers that meet the above criteria are prohibited from discriminating in employment decisions on the basis of race, color, religion, sex or national origin. It also means these companies have to take affirmative action in all aspects of employment (Learn more from the Department of Labor (DOL) website.

The executive order also requires government contractors with 50 or more employees and $50,000 or more in government contracts to develop and maintain a written affirmative action program for each of their establishments. Many states also require that contractors develop an affirmative action plan and that plan may be more detailed than what the federal government requires (be sure to check your state Department of Labor’s website for details).

The purpose of the written affirmative action plan is to help contractors identify and analyze potential problems in the participation and utilization of women and minorities in their workforce. The plan should include expanded efforts in outreach and recruitment to help create a workforce that mirrors the demographics of the area in which you do business. A sample affirmative action plan can be found on the DOL’s website: http://www.dol.gov/ofccp/regs/compliance/pdf/sampleaap.pdf.

The federal government created the Office of Federal Contract Compliance (OFCCP) to monitor and enforce these contract provisions. During the past few years the federal government has invested in the OFFCCP, allowing the agency to hire more investigators, which mean audits are on the rise. Having recently been involved in such an audit, I can attest to the fact that being proactive and prepared is the only way you will be able to get through the audit with minimal sleepless nights. Fortunately, I have a great team working with me to help prepare the AAP and submit those documentations. Additionally, my company firmly believes in allowing its recruiters to spend time and effort in activities that do not have an immediate reward with the hire of an individual. An OFCCP audit is not just about how many people you have hired and their demographic data, it is about the efforts and steps you have taken to boost your numbers so your workforce reflects the general demographics of the place where you conduct business.

Some of the steps I have implemented in an effort to build a diverse workforce have included:

Presentations at high schools to introduce the world of construction to students of all genders and ethnic backgrounds.
Presentations to women’s education organizations that deliver learning opportunities to middle and high school-aged girls interested in engineering and sciences.
Recruiting at local and regional Job Corps centers (www.jobcorps.gov). Job Corps is a free education and training program targeting young people 16 years of age who qualify as low income that helps them learn a career, earn a high school diploma or GED and keep a good job. It offers education in a variety of career fields.
Attend college career fairs at campuses whose demographics include a large number of women and minorities – even when we are not hiring.
Connecting with local Department of Labor workforce centers to educate the staff about what type of work my organization does so they can better identify individuals who would fit into the culture of the company.
Developing and maintaining a list of agencies and organizations that support women and minorities and using this list to advertise employment opportunities.
Volunteering on industry association boards focusing on creating developmental opportunities to prepare students for work in our industry (i.e. National Association of Women in Construction or the Association of Building Contractors).
Volunteering on educational advisory boards to help shape what educational institutions focus their time and energies on so the next generation of workers have the skills you need.

During my OFCCP audit I was fortunate enough to have the documentation to prove all of these efforts took place. As a recruiter you should be spending some time whenever you post a position (no matter if it is on Craigslist, Monster or your state DOL) saving a copy of that posting and keeping a log of where you have posted what. When it comes time to submit your AAP or just report to operations on your efforts to fill openings, it will take no time at all. Any presentations you give should be documented on your calendar with the date, time, audience, name of organization, etc. Each presentation builds your talent pool and helps your organization prove its good faith efforts.

So, do yourself and your organization a favor and become familiar with AAPs, follow news of what the OFCCP is up to on Twitter and track what regulations the DOL (both federal and state) are proposing. Know what they look for when auditing and show them your efforts to have a balanced workforce.

Using Subject Matter Experts in Interviewing

Anne Kutscher — Fri, 09 Dec 2011 17:37:43 +0000

No matter whether you are new to recruiting, the industry you are working in or have been in the game for a while, gaining assistance from subject matter experts (SMEs) can help you fine-tune your recruiting skills. My current role allows me to make hiring decisions for hourly personnel without the input/assistance/trouble of involving those who will supervise the new hires. Which can be great until I have a streak of hires that do not work out … it’s all on my shoulders!

There are many pros and cons to using SMEs during the interview process. Some of the pros are obvious. SMEs know the industry lingo and how things are actually done in the job you are hiring for. They can drill down into the tasks and can sometimes spot better than the recruiter whether the candidate just knows the lingo or has actually done the work. Most importantly, SMEs can help educate you, the recruiter, on what to look for. Wrap-up discussions can be especially beneficial as you now have a real-life example to discuss. Additionally, shared experiences can build a bond between you and the SME allowing you to turn to him or her for insight in the future. The SME also brings his or her experiences back to operations and can better relay your abilities and knowledge to other operational leaders. Your credibility as a recruiter needs to be built and maintained. This can be especially helpful when you have hit a rough patch and you show your willingness in retooling your knowledge. Using SMEs can also take the heat off of your decisions skills.

Some of the cons in gaining the assistance of SMEs in the recruiting process involve the fact that you now have another person involved. The more people involved, the more complex and lengthy the process becomes. As the recruiter it is still your responsibility to drive the process, but with the presence of the SME you have to coordinate schedules, spend time discussing the pros and cons of candidates and come to some sort of agreement on who to hire. The SME can/will view the candidates differently. This will sometimes put the recruiter in the awkward position of hiring someone he or she feels is not the best candidate. Additionally, SMEs do not always know what is not legal to ask. I have sat in a few interviews where operations asked about marriage, children, etc. SMEs also do not always know that some items brought up in an interview should be avoided in discussions later on (i.e. gender of spouse). Coaching your interview partner is crucial. Do not be afraid to review a list of what questions not to ask prior to beginning “tag team” interviews.

Overall, involving SMEs in the interview process is a great tool to getting a recruiter up to speed and when retooling your knowledge base of the positions you are hiring for. It can also help grow your career and reinforce the fact that you rock at your job. Lively discussions about why you should hire one candidate over another will also hone your negotiation skills – an important part of the recruiter’s role. Do not be afraid of bringing an SME in. Just plan for the cons and use the process as an opportunity to hone your skills!

Is Social Networking All It’s Cracked Up to Be?

Anne Kutscher — Fri, 28 Oct 2011 15:45:54 +0000

The recruitment world is abuzz with the effectiveness of social networking as a venue for finding your next great hire. Facebook, Twitter and LinkedIn are all surrounded with buzz about how having a presence and connecting with people will help you find the perfect candidate for that difficult-to-fill position.

Spending the majority of my time looking for construction professionals in mostly craft positions, I am finding that these tools just are not what they are cracked up to be. Is it just my industry? Does my target audience really have no computer skills? Is it the adage of “if they are good, they are working?” Is it the marketplace? Are employees really so worried abut jumping ship that they are not looking? Are employers so wrapped up in having to hire industry experts that they can’t look at someone who has the skills but not the industry experience? Is it because we have no presence in this market? Is it the pay rate people are making? Many companies have been in a wage freeze and those that are hiring are paying based on the “new wage structure” that is less than what was being paid before this recession.

Working from the recruiter side of the world, it is difficult for me to pin down which factor is affecting my ability to find talent. It almost feels like it is a combination of all these factors. I am struggling to find licensed electricians for a job site in the Houston area. I have advertised on Craigslist, Backpage, local newspapers, the Workforce Center, word of mouth, solicited references for lists of candidates and am facing the challenge of finding four to six more licensed electricians. Although the state-wide electrical license is fairly new to Texas, it is far more advanced than some states and allow you to verify a license online. The state even has Excel spreadsheets you can download (Thought I won the lotto with that! Names, addresses, and telephone numbers of everyone with a license). Unfortunately, I am spending many East Coast evenings cold calling and not getting a single call back, or connecting with individuals who have recently been disabled, are making 1.5 times what I am willing to pay or I am being directed to contact the local shop steward.

I have had most of my luck finding electricians through the old network. Using connections current employees have with a trade association to connect with the association’s Houston-area office allowed me to gain access to candidates actively pursuing work. This pool consists of a variety of candidates in the electrical world who do not have exact industry experience (not many mechanical bridges being built in Houston). When I hire someone whose experience is mostly commercial (outfitting retail establishments with electrical wiring) the job site complains that the new hires do not have the knowledge to do the work. Apparently four-inch rigid conduit is much more difficult to work with than three-quarter-inch EMT. (It is but this hire just needs a little bit of coaching. Try putting me there and the foreman will be begging for commercial-experienced electricians!)

Thus far the association contact is second to local referrals from those few quality hires we brought on board early in the project. Word of mouth still seems to have the strongest and best ability to bring candidates on board who have the skills, knowledge and interest. This is really frustrating to tech-savvy individuals such as myself who believe social networking can and should be the well that qualified candidates should be springing forth from. Is it me? Is it the industry I am in? Is it the economy? Is it the marketplace this job is in?

I’m wondering if any blog readers have suggestions, ideas, comments that they would be willing to share that would help me and other recruiters facing similar obstacles in their search for that hard-to-fill position.

Innovators Like Steve Jobs Make Recruiters’ Job Easy

Anne Kutscher — Thu, 13 Oct 2011 20:33:48 +0000

With the recent passing of Steve Jobs, I find my thoughts returning to how Jobs and his innovations have not only changed the way we live our lives, but also how it permanently altered the way we source candidates.

Jobs’ ability to think outside of the box and refine technology has allowed people of all ages to embrace technology and connect with others quickly and easily. As I graduated college in the late ’90s and entered the workforce, the ease of use of email had not been fully refined. Upon entering the workforce in an administrative capacity, I worked for many managers who saw the computer as a status symbol and required that I print up emails and process items on the computer on their behalf.

In the brief decade or so since I graduated, technology has morphed and thankfully created a world that is very different. Those same senior managers who had me print emails are now using smartphones, know how to create and maneuver around spreadsheets, Word documents, etc. This is partially due to Steve Jobs’ ability to think outside the box and refine technology. The creation of computers that function as touch screen hand-held phones and easy-to-use applications gives recruiters a unique ability to connect with the right candidates. The use of Facetime and Skype on phones allows recruiters to connect with candidates who are opening up an entire demographic of individuals across the globe who are looking to relocate and who were previously impossible to locate.

Recruiting has always been and will continue to be all about networking and connecting with individuals. The creation of apps for LinkedIn, Facebook and Twitter has made it easy for anyone to log in and connect with us. Apps are available that allow recruiters to know that a candidate they’ve been conversing with is out running errands in the same vicinity as the recruiter. Suddenly, the recruiter can make that personal connection and check in on the candidate. The savvy recruiter can attend meetings and conferences using his or her iPhone or other smartphones to gather electronic business cards without having to fumble around in bags or pockets for business cards. Taking a few minutes to send a text message, email or make a quick call and connect with that candidate allows recruiters the ability to highlight how candidates are no longer just a number. Connections like these make a lasting impression. Recruiting 24/7 is actually possible now.

All of this advancement would not have been possible without outside-the-box thinkers like Jobs. His meticulous attention to detail and innovative spirit have not only changed how we view our world, but have made the recruiter’s role much easier. We should all take a few moments to bow our head and give a heartfelt thanks to this man who has made the technologically savvy recruiter shine.

How to Convince Your Company to Embrace Recruitment Technology

Anne Kutscher — Mon, 26 Sep 2011 21:20:30 +0000

Most large corporations are cautious about diving into new technological trends. They first want the return on investment (ROI) to be proven to them before they are willing to dip their toe into the water. Only in the past few years have we seen the majority of corporations embrace the fact that Web presence matters, and your company website had better look professional and be easy to navigate if you want to find talent and clients. Technology now allows for individuals to move across country for employment opportunities that they once would never have known existed. This gives organizations that are not afraid of cross pollinating into social media websites (Facebook, Twitter, LinkedIn, YouTube, etc.) an edge. If talent doesn’t know you exist, how can they apply for opportunities you have to fill?

So, how do recruiters convince the powers-that-be that their Web presence needs to be larger and more diversified to help lead candidates to their doorstep?

Identify how far and how quickly your organization is willing to wade into the waters. Senior management is typically wary of new and emerging trends. Going too quickly or too far can result in the loss of any ability to implement new strategies.
Formulate a plan and find examples of how using this technology has helped your competitors and organizations in other industries. Nothing like showing senior management that they have missed out on top talent because they would not wade into the ocean.
Build a network with other recruiters so they can find examples of successful recruitment and staffing. Having a strong network will not only give you case studies to bring back to your management team, it can also give you some leads on top talent.
Talk to operational leaders in other organizations and industries. Ask them what their company strategy is and how they were convinced to implement these strategies. Use that insight to help build your case. People love to talk about their company’s successes!
Build your case by finding champions within the organization who agree with your approach. Hearing the same message from multiple sources will give your case credence. The power of an operational champion should not be overlooked. Choose wisely though! You need someone whose voice will be heard.
Find champions within industry associations who will also aid your cause. Senior management spends time talking with competitors, clients and attending industry organizational meetings. CEOs are very concerned with finding talent, and if they hear that others in the industry have found success they will want to implement those tactics.

Putting together and implementing a plan involves a great deal of research and networking. You can’t do it alone. The key to your success is finding the right internal champion and knowing how far into the technology waters your organization is willing to wade.

Let us know what your efforts here have been and what successes you’ve seen.

Jump Starting Your Recruitment Efforts

Anne Kutscher — Mon, 12 Sep 2011 18:19:08 +0000

Few people outside the recruitment arena understand how difficult it is to find the right candidate (or candidates, depending upon your needs). Many factors go into determining who makes the cut. It’s not just a matter of posting your opening on the nearest and largest job board. An organization needs to brand itself and turn each and every employee in their organization into a talent spotter.

What steps does your company take to ensure you are finding the right individuals? Some that I have used, seen or heard of:

Use websites, social media and community volunteer work to help raise the awareness of your organization and what it stands for. Figure out what differentiates the organization from your competitors and let the world know about you through an easy-to-use website so you can attract the right people.
Identify colleges across the nation that have programs to prepare your future workforce. Send recruiters out to talk to the instructors and students about opportunities you have (even when you don’t have them). Encourage employee involvement in alumni associations so students can make the connection with what you do and what types of employees you hire.
Find out who your closest competitors are. Use resume database searches to target individuals who previously worked for those companies and give them a call.
Ask applicants you talk to who may not be interested at the moment (for whatever reason) if they have the name of someone who is looking for work and would be interested. Call that referral!
Don’t be afraid to ask the references you are calling if they are looking for work. You’re already telling them a little bit about the company when you conduct your reference check.
Create an employee referral bonus program. It does not require that your organization spend a lot of money. The reward can be as simple as a company logo item (shirt, mug, etc.), tickets to movie theater or recognition in front of their peers.
Communicate with your employees about current openings and your employee referral program. Make sure you follow up on those referrals no matter what level the referral came from. Even if you do not hire them, the fact that you called the referral will get others to refer.

What ideas have you implemented to help fill your open positions?

Starting the Recruitment Revolution

Anne Kutscher — Wed, 24 Aug 2011 17:28:59 +0000

My name is Anne Kutscher and I have been in the human resources world for approximately 10 years working in a variety of roles. I started my career in an administrative capacity learning the ropes and working my way up through the ranks in a variety of industries including distribution, manufacturing and most recently construction. I have been directly involved with conducting compensation market studies, salary reviews and performance management. I’m currently focused on recruitment and retention of team members in the construction industry. It is my hope that this blog will showcase the challenges recruiters face with an open dialogue about how we are meeting and overcoming those challenges. I will be looking to blog readers for their ideas and insight – let’s get a dialogue rolling!

The economy of the past few years has caused companies across the nation to review their workforce and transition out B and C players. As the economy shows signs of improvement, organizations are feeling the pressure to add experienced talent that can hit the ground running. With the unemployment rate hovering around 9 percent for the past year and a half, many hiring managers are baffled when HR and recruiters report difficulty filling positions. I come up against many challenges as I work on the front lines, attempting to find candidates to fill positions in the construction industry.

Here are just a few of them:

Fewer young adults are interested in considering a career in construction, diminishing the candidate pool. The aging workforce is looking to move away from manual labor work and into management roles and does not have the necessary education and experience to progress into management.
Employers are retaining high performers, leaving fewer in the marketplace.
Employed candidates are wary about leaving the “devil they know” for an opportunity with an unknown entity. While they are not happy with certain aspects of their current employer or job, they are reluctant to try out another company and face the possibility of a worse situation, as all companies are asking employees to do more with less.
Those entering the workforce with a newly minted college degree do not have the experience necessary to hit the ground running, leaving organizations to spend a great deal of time, energy and money on getting the new employee up to speed.

In an effort to combat the realities of our new marketplace, many companies have chosen to implant the following strategies:

Developing relationships with secondary and post-secondary institutions to discuss the realities of their industry – the good, the bad and the ugly – so that those few candidates who are drawn to their industry know who to call as they make career choices.
Taking a longer look at succession planning; planning decades out instead of just a few years.
Finding those internal rising stars and providing them with development opportunities so they can move into senior management roles.
Reaching out to their employees, networks and business contacts to share the opportunities they have available in an effort to find those passive candidates who are top performers. This works best when it’s not just the HR staff soliciting friends and family, but when the entire company is involved. Networking and word of mouth remains the best way to find talent who will fit in well with the corporate culture.

Furthermore, meaningful internships are gaining popularity with a large number of companies that realize the need to build a workforce. Not only do the internships give the organization good press among colleges and universities, making it easier to recruit in subsequent years, they are building loyalty with the college graduate who will join the company. I have seen many new hires join companies for a few short years, gaining knowledge and experience and developing that into opportunities with another company. Graduates who have served a meaningful internship at a company and are hired after graduation are retained longer and have a greater sense of loyalty.

These are just a few of the strategies my organization and many others across the nation are employing. I encourage you to share the strategies your organization is using to combat the need to find qualified talent in this economy.