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Thursday, March 08, 2012
Of course you are saying, “What? How are the two connected?”
More ways than you may think. Importantly, almost all of those players (candidates) were recruited by coaches (hiring managers) to create a cohesive team.
What does your recruiting team do? Obviously they are working to source, identify, and recruit the candidates who will create a team that will produce positive results for your company.
Now let’s look at the “game.” How is your team prepared to compete for the best candidates? Does your company attract the best players? Or is your company one of the larger companies that many of the best candidates ignore in favor of smaller, hungrier companies?
In order to be a successful basketball team it is important to perform the fundamentals well – dribble, pass, shoot, and defend. How strong is your recruiting team while performing the recruiting fundamentals? Do your job descriptions deliver a clear summary of the required skills and experience to be successful in that specific position during the critical first year?
Job descriptions are the foundation to the recruiting process. They are the equivalent of successful ball handling. Does your company include the 3 month, 6 month, 9 month, and 12 month goals in your job descriptions? With those goals stated, the skills and experience required to be successful the first year become crystal clear. Additionally, since I have been requesting hiring managers to list those goals, candidates and managers alike told me they like them. Why? The expectations for the first year are clear.
With these goals listed, sourcing is targeted. Candidates have the right skills and experience or they don’t. Instead of looking at reams of electronic resumes, hiring managers see candidates who should be on target. In basketball, do coaches recruit forwards when they need point guards? They are both basketball players.
With the goals set, interviews flow. It is like the effective defense in basketball. Only deserving and skilled candidates make it past the screen. Now managers have the tool that enables them to focus on the necessary skills and experience to be successful. Meaningful behavioral questions are easier to develop. The debriefing after the interview can target on whether the candidate has the skills and experience to be successful.
Does your company “protect the ball” and do the easy things well; or does it force candidates to jump through hoops? Go to your corporate website. Is your Careers page designed to Screen candidates out? Have you allowed your applicant tracking system to hijack your recruiting process? How many clicks does it take for candidates to find a list of openings? Remember, marketing research shows that your company loses one half of the remaining candidates with each click. Who are the first group of candidates your company loses in the first click? The passive candidates. Who are the people who survive through the application completion? The desperate candidates. Is that how you plan to win the game for the best talent? Remember, it is your advantage to have more resumes than fewer resumes.
If the opposing team scores 20 unanswered points, do you remain in your same defense without making changes? What did Einstein reputedly say about doing the same thing and expecting different results? What are you doing differently in your recruitment effort? Remember, there are over 20 million people out of work right now, some of whom are impact makers. How many openings does your company have? How patient is your management team?
What happens when your basketball team gets a little sloppy? They lose the ball. How long does your hiring manager hold the resume before committing to an interview? How long do they take before making a hiring decision? How long does it take for your company to extend an offer? The very qualified candidates do not remain on the market long. If a manager loses a sharp candidate because of indecision, your company may want to spend a little more time looking at their overall performance. Recognition of talent and acting on it is a sign of a good manager. Don’t be sloppy and lose candidates. It costs too much time and effort, especially if the candidate is lost well along in the process. And remember if your company takes too long, I am looking for top talent and will snatch them from your company’s hands for my client – and have done so many times. It’s like a steal in basketball.
When do you have a championship team in recruitment? I’ve seen some recruitment teams who thought they were top notch. Upon closer look, you can see where they are in their conference. They settle for the desperate candidates. How do they compare with the top performing recruitment teams? The top teams perform the fundamentals well. They understand that recruiting is a sales process. Their actions and attitude help them win the best talent.
Treat your company’s recruiting process as a sales process, not a screen out process. Screening has its place during the interview process. Most of the balance of the process needs to sell the candidate that this is the best company, position, and manager.
Remember, in our society stability is valued. Have you heard the expression “Don’t rock the boat?” People generally resist change. Your company’s recruiting process needs to encourage candidates to make changes in their lives. That requires sales abilities.
Change things up in recruitment. Put on a full court press and win the game for talent. Talent will help your company beat its competition and win the championship game of profits! Then your company wins the Big Dance! Labels: Contract Recruiter consultant, Contract Recruitment Consulting, March Madness, Recruiting is Sales, recruitment sourcing, successful recruiting
Saturday, March 03, 2012
Abraham Maslow developed his hierarchy of needs by studying successful people. How does your company’s recruiting process match up with our human needs?
Obviously the physiological needs are taken care of through compensation and benefits. Your company’s offers need to be competitive in order to attract the best candidates. Compensation and benefits are generally only the tip of the iceberg. Sometimes they are indicative of the company’s attitude toward its employees.
Companies condition candidates. How does your company condition candidates who complete applications? Do you contact them and reinforce engagement? Or do you abandon them, and they never hear from you again? How do candidates feel about your company after experiencing your recruitment process – safe and confident? Or do you let them down? The words “Black Hole” is used far too many times when referring to a company’s recruiting process.
One of the purposes of social media sourcing is to engage potential candidates. As candidates continue through your process do they feel your company is still engaged? Or does your company ignore them? Did your company allow the applicant tracking system vendor assume ownership of your company’s recruitment process?
Does your company’s recruiting process encourage candidates to feel they are important to your company? When candidates contact you are they confident that you will respond?
If your company’s brutally honest assessment is “No”, it is ignoring the hierarchy of needs during the recruiting process. Now let’s consider how candidates who somehow finally find their way through your recruiting process feel. What was their first impression?
If candidates have to work so hard to somehow make it through your recruitment process, does your company wonder when there is an engagement issue once they come on board?
It is important for companies to beware of conflicting goals in their recruiting process. Conflicting goals create conflict and opposing actions. For instance if your company’s use of the applicant tracking system is to screen out candidates, your company’s actions are opposing the goal of attracting the best candidates. Top candidates will come to companies that act like they want them, not companies that act like they want to screen them out.
How does a company change its recruitment direction? Unfortunately just as in sports teams, they may have to change team members and acquire professionals who understand that recruiting is a sales process, not a screening process. Recruiting is sales requires a proper sales attitude and the excitement that goes with trying to attract the best candidates. Between you and me? A lot more fun!
In the screening out process, candidates are not treated as important potential assets. They are treated as a metric, a number. They feel that the pervasive attitude within the company is where people are not valued.
“Wait a minute! We value our candidates!” is your response. You probably do. However, a candidate’s perception is their reality. When was the last time that your company examined its recruitment process? When was the last time that someone from your company put on the candidate hat with a fictitious name and resume and audited your company’s recruitment process?
In the Recruiting is Sales recruiting process, candidates feel they are important from the beginning of the process to its conclusion. Of course you screen candidates! They are prescreened and know after the prescreening if they are still a viable candidate. Then they experience the interviewing process. If they no longer are the best candidate, respect them by telling them. If it was a really close call, keep in touch. You may want to recruit them for the next position that requires the same skills and experience. I’ve done that in the past. It’s fun to hear their voice when I’ve contacted them to interview again.
When a company follows a person’s basic needs through the entire recruiting process, the process flows and the company improves the quality of hire. Labels: Applicant Tracking Systems, candidate sourcing, Contract Recruiter consultant, Contract Recruitment consultant, Recruiting is Sales, Recruitment Process Improvement
Friday, March 02, 2012
When I listen to recruiters discuss sourcing some have an amazing attitude. They are like Labrador Retrievers on the search – pant, pant, pant, There! Other recruiters act almost like sourcing is an imposition. They want to try to find the easiest way to “screen out” candidates.
What is the correct attitude? Well, recruiters who understand that recruiting is a sales process, enjoy the hunt for the perfect candidate. Why is their attitude important?
What is one of the most important functions in Human Resources? The sourcing and attraction of the talent that will propel the company forward. These are candidates who feel they are happy in their current position until a talented recruiter contacts them – and by the way, that recruiter may be a corporate recruiter or a contingent/retained/contract (third party) recruiter.
The recruiter with the best attitude “knows” they will succeed finding the best qualified candidate that is also the best fit. Why? Their motivation is intrinsic. They know they will succeed because they EXPECT to succeed. Then they follow their proven sourcing process to find the best candidates.
Remember the recruiter (could also be corporate or third party) who wants to “screen” candidates? They are saying they will not look beyond supplied resumes – and hope they don’t have to look through many of them. These are the same people who expect their applicant tracking system to screen out unqualified candidates. What they do not understand is that those applicant tracking systems also screen out passive candidates who refuse to complete an application before contact from the company.
A Hall of Fame basketball coach, Morgan Wootten, once told my class that people live up to your expectations. If you expect they will succeed, they will. If you expect they will fail, they will also meet your expectations.
Therefore recruiters who expect to succeed generally will do everything they can to meet that expectation. They are driven to succeed.
Which recruiter will make a bigger impact on their company/client? Probably not the one you expect. Can you imagine the damage inflicted on companies by recruiters who are not interested in searching for the best candidates? The cost of a poor hire may even cost a small business its financial success.
How does a company turn around their recruiting effort?
1) Make it easy for candidates to submit their resume – no, Really Easy! Applicant Tracking Systems are built to handle many resumes. Let them accept the resumes and give your recruiters a larger choice of potentially qualified candidates.
2) Move the online application after a phone screen and prior to the onsite interview. Candidates are then motivated to complete the application.
3) Provide your recruiting staff tools such as Broadlook’s Internet research tools that help identify new candidates.
4) Provide your recruiters with “recruiting is sales” training.
5) Consider bringing in temporary recruitment support to recruit and train your recruiters.
6) Provide your recruiters with advanced interview training. This is where screening is important.
7) Expect your recruiters will succeed finding the best candidates for your company. Labels: Contract Recruiter consultant, contract recruitment, Proper Mental Attitude, Recruiting is Sales, recruitment sourcing
Monday, February 20, 2012
When you are sourcing candidates, do you source by title, skills, or both? When recruiters tell me they search by titles only, they may be attempting to recruit the wrong candidates. Why?
In the US we sometimes seem too concerned about titles and not enough about the work to be accomplished. Therefore, janitors become maintenance engineers. Then maintenance engineers in LEED Certified buildings become Directors of Green Facilities (I made that title up – I think!). Sales professionals become Business Developers, Account Representatives, Account Managers, etc. At Microsoft, recruiters become Staffing Consultants.
In the early 1990’s I worked on a recruitment consulting/recruiting contract with a large multinational telecom firm. Their IT Senior Managers many times had staffs of 100 to 200 fulltime employees and possibly another 100 to 200 contractors. Then I went to a pre-IPO start-up telecom firm with an IT organization of 10 employees and a Director of IT. Which person had more responsibility, the Director of IT at the start-up or the Senior Manager with the large group?
If you were sourcing IT Directors would you have skipped over the Senior Manager? In many cases the answer is yes. The reason is most candidates do a poor job describing their responsibilities; and many recruiters do a poor job reading between the lines – and are tired of hearing the hiring managers complain that the candidates do not have the correct titles or level of experience. Sometimes, recruiters simply need to hold on to the edge of the cliff with their toes. I’ve had managers raise their voice when I presented a candidate with the wrong title and the right experience. When we went through their experience based on my phone conversation, they sheepishly backed off and agreed to interview the candidate. More than once, after hiring one of those candidates, hiring managers thanked me for my persistence.
How may corporate recruiters determine whether someone has the right skills? In this world of Taleo, iRecruit, and other Applicant Tracking Systems (ATS) that require completed applications prior to resume submission, companies pretty much get the desperate candidates. Occasionally one of those candidates may be a great fit with a wrong title. It is important to quickly size up a candidate’s resume and search for accomplishments and impacts. Then phone screen them prior to showing the resume to the hiring manager. If they have the wrong title and the right experience, the recruiter may present to the manager with the evidence of the right experience.
Better yet, try something different. Direct recruit the right person with the right experience. Ignore the title. If it happens to be a lower title in a larger organization, the title may give your company an edge when recruiting them. Almost everyone would like to go home to their family and say, “I was recruited for a Director/VP/better position today!”
I understand that for some people, direct recruit sourcing means going to the job board or calling a contingent recruiter. Direct recruiting means sourcing that person through networking using LinkedIn, Google, calls to other people you know in the industry. Use your ATS to identify other people in the organizations that you are targeting. Call them and ask whom they know? If they don’t mention the person in their company, ask who that is. Believe it or not, prior to the Internet fifteen years ago many recruiters made a nice living “smiling and dialing.” Many old timers still do. That is the reason we are Old Timers!
Bottom line – Build An Effective Job Description. Try sourcing at least some of your candidates using Direct Sourcing. Then look at candidates’ experience, not their titles. Phone screen to ensure they have the right skills and experience. When confident the candidate is a viable candidate, present them to the manager with confidence. This is more fun than being a recruiting clerk – and the positive, measurable impacts are greater! Labels: candidate sourcing, Contract Recruiter consultant, effective job descriptions, Recruitment Strategy Development
Saturday, February 11, 2012
“I recruit using Dice.” “I recruit using social media.” “I recruit using LinkedIn.” “What is the best job board to recruit Sales (or IT or Marketing or Finance, etc) candidates?” These are all questions I have seen repeatedly in recruitment Yahoo! Groups or in LinkedIn Groups.
It appears that many companies confuse sourcing with recruiting, possibly since many sourcing tools try to sell themselves as recruiting tools. While sourcing is certainly important, it is the third step in the recruitment sales process. All seasoned recruiters, corporate and third party, may leave the room…
The Recruitment Sales Process
1) Define a need – new or replacement employee
2) Develop a solution - Effective Job Description
3) Source available Qualified Candidates
4) Needs analysis – the interview
5) The Offer/Counter Offer conversation
6) Compensation Negotiation
7) Acceptance/Counter Offer conversation
8) New Employee Start/On boarding process
If there are eight steps in the Recruitment Sales Process, is “Recruiting” only step 3? Of course not!
When a Lean consultant is looking at a process to clean up wasteful steps, they look at the entire process to determine where they need to direct their attention first. For many companies the first step to stop and examine is the Job Description step. When a company takes a shortcut with the job description, they place the entire process at risk. Why? The job description drives sourcing, interviewing, selecting, and the first year of the candidate’s employment. Read “Building An Effective Job Description” at Recruiting Trends “Building An Effective Job Description”.
The second step to examine is the Sourcing step. Sourcing may be done actively and/or passively. I find it interesting when companies with great products and great brand loyalty do not capitalize on both when searching for candidates. The homepage is a great place to offer loyal customers the opportunity to work for them. Examine company websites. How difficult is it for potential candidates to find their list of open positions? Read Attracting Passive Candidates? to develop an understanding how quickly passive candidates (who may be among your best customers) leave your web pages. Does it benefit your company to mostly have the desperate candidates applying? Too many steps to submit a resume drives qualified candidates away. Understanding candidate practices is important for corporate and third party recruiters alike.
Do you source by networking and convincing passive candidates “just to spend a little time with me to discuss a position”? Congratulations! Now you are recruiting! Simply scooping resumes/applications out of an applicant tracking system or going through the resumes received from third party recruiting firms is a recruiting clerk’s job. As I’ve demonstrated many times, true recruiting is a Sales Process.
Now the recruiting is just beginning! How finely tuned is your interviewing process? Do you pre-screen candidates or do you simply float resumes to hiring managers without a screen? If you pre-screen candidates by interviewing them (phone is fine), you are still in the recruiting process. If you simply float the resumes to the hiring manager without a conversation with the candidates (whether you are a third party or corporate recruiter), you are a recruiting clerk. During that pre-screening conversation with the candidate, you discover their motivations to leave (even if they think they want to stay), their skills, their potential fit, potential interest, and begin the discussion of counter offers.
All of this, while very important, is still only step 3 of an 8 step process. Yes, recruiting is more than receiving resumes and passing them along. Effective full lifecycle recruiters (whether third party or corporate) earn their money because talent acquisition is key to a company’s growth (or poorly done, its demise).
Assuming we have qualified candidates on board with some levels of interest, let’s examine step 4 – Needs Analysis. Both the hiring manager and the candidate are conducting needs analysis during the interview.
Are your hiring managers trained how to create an effective interview and then conduct an interview that probes their candidates’ skills? If not, hiring managers are determining the best fit by their guts – not really the best way to determine the best fit. Therefore a seasoned recruiter will step in and provide some interview training for that manager. With an effective job description many times experienced recruiters know better whether a candidate is qualified or not to do a job than the hiring manager. A manager who is not trained how to effectively interview and select the best candidate also has a negative impact on retention – and raises recruiting costs by continually recruiting to fill the same position over and over. Read Critical Corporate Interviewing Improves Retention.
Meanwhile the candidates for the most part also do not know how to interview. Sometimes I wonder how the best matches ever happen! Effective recruiters prep their candidates on what to expect, how to highlight appropriate (not lie – highlight) skills and experience. The recruiter sells the candidate on the company, position, and the manager. Then they request that the candidate call them shortly after the interview for a debriefing.
Once the manager determines who they feel is the best fit, it is time to develop an offer. The seasoned recruiter already knows what the candidate is expecting for a compensation package and will coach the hiring manager how best to meet those expectations, especially if salary is an issue. By the way, once a manager has decided on a candidate – and before the recruiter has extended an offer – many will already begin to pencil that person into meetings. You better deliver!
The recruiter begins the offer process by reinforcing why the candidate is interested in the position. Once the recruiter has their interest again, it is time to extend the offer with the proper amount of enthusiasm. Sometimes the candidate will accept immediately. Sometimes they want more time to decide. Sometimes they receive a Counter Offer. Read “Countering The Counter Offer” on ere.net.
The recruiter’s job is not complete until the candidate starts and becomes an employee. Therefore, recruiting is much more important than simply forwarding resumes. Labels: Contract Recruiter, contract recruiter consulting, Contract Recruitment consultant, Recruitment Process Improvement, recruitment sourcing
Thursday, December 29, 2011
For the past 10 years, I have published my job growth prediction for the year using the Recruiter Barometer. Generally the Recruiter Barometer is a strong indication of how jobs will be impacted by the economy. In many ways the real estate business is similar because they look at foreclosed housing inventory and unsold homes inventory to help determine the strength of the housing market.
What is the Recruiter Barometer? The Recruiter Barometer observes the hiring of recruiters into permanent and contract positions. Consider that recruiters are not hired full time to recruit for one position. Therefore recruiters are job multipliers since they are hired to recruit for many positions. If companies begin to lay-off recruiters, we are going into a recession. If they begin to hire recruiters, we are scratching our way out of a recession. In this recession we have already experienced what the media referred to as a “jobless recovery” – obviously some indicators were up but not the key jobs indicator.
Once I look at the Recruiter Barometer, I consider what I have heard from economists and the news to complete my prediction.
Recruiter hiring has been fairly flat all year with an occasional spike – those were usually less experienced clerk types of recruiters. Generally that is an indication that companies are not yet serious about job growth. Obviously when you make a generalization, there are companies that will drive right through the prediction like a 2 story mining dump truck. Once you remove those happy aberrations you are left with the balance of companies.
Hiring generally has been fairly flat since prior to 2008. In 2007, I observed that companies had stopped hiring third party recruiters and were preparing to slow recruitment. The observation proved that the Recruiter Barometer was on target. In 2008, companies were laying off internal recruiters or reassigning them to other positions and we dove into the recession leading with our head. In 2009 there was little recruitment activity. In 2010, recruitment picked up slightly while there were still some significant lay-offs. In 2011, we had more layoffs but recruiting activity seemed to pick up. As we headed into the last quarter of 2011, recruiter hiring again flattened.
What does this indicate for 2012? My sense is that some companies have realized that they cut too deeply or possibly just enough for the current levels of economic activity. As we roll into 2012, many companies have a need to hire new employees and a new budget to enable them to do so. If they are US government contractors, they are being very cautious in hiring because our current Congress cannot agree to a budget for more than a few months at a time. Potentially this inaction exposes the contractors to either layoffs or forced unpaid vacations if the government closes down and refuses to pay them.
Money is not magic. Many European countries have discovered that it is a finite resource. Unfortunately the US is heading rapidly down Greece, Spain, and Italy’s path with our huge deficit spending. Combined with the uncertainty of the costs of the new healthcare laws that will go into effect within 2 years, companies have begun to hold a larger reserve fund instead of hiring pre-recession numbers of employees.
What is RecruiterGuy’s job growth prediction for 2012?
I predict a hiring spike early in the first quarter because hiring managers have now been conditioned that they need to hire early or lose those open positions. Many of these positions will be low to mid level career openings initially as companies try to fill holes in their current staff. This will be followed closely by a slow down for the balance of the quarter as companies cautiously integrate the new hires.
My sense is that the combination of Baby Boomers finally beginning to retire two to three years after they originally were scheduled to retire; and a two year pent up demand for hiring new people will create a cautious positive impact on hiring in the second and third quarters of 2012. During the second and third quarter I predict companies will recruit at all levels depending on their succession planning. The health of the building industry will determine the level of seasonal hiring for second quarter. My sense is this year will be a prime year for college interns – and the best of those will be locked in by the end of January.
Hiring will probably slow again in the fourth quarter as companies try to show strong numbers going into end of year. There will be the normal seasonal retail hiring during the fourth quarter. Overall I predict that hiring will be up appreciably over 2011 but not up to 2006 levels.
New college graduates will find a mixed hiring bag partially determined by their location and their desired positions. Those who have internships and co-ops in their desired fields will have a big edge over those who do not have that experience and company exposure. Labels: 2012 Job Growth Prediction, 2012 Jobs Prediction, Actuary jobs, Contract Recruiter consultant, Contract Recruitment consultant, job growth
Wednesday, December 28, 2011
Some consultants would tell me, “It’s about time you jumped on the bandwagon!” Others would say, “That is so 30 seconds ago – now we are talking mobile recruiting!” Other consultants would say, “Certainly you have begun offering the new…!”
It is interesting to have over 30 years of experience in any field. It gives you a certain perspective that less seasoned (okay, younger) professionals do not have. Over those years in recruitment, you learn about people and their behavior, simply through observing and interacting with them.
Wait a minute! How does this apply to Social Media Recruiting? Everything.
If you understand how to interact with people, you are on the way to understand the basic premise – and potential problem – with Social Media Recruiting.
First, let’s define Social Media Recruiting. It is not “recruiting.” It is simply a more engaged way to source candidates. Sourcing is only one step in the recruiting process. Is it a good way to source candidates? It may be a great way to source candidates depending on your budget and priorities. I am going to use two words that guys are reputed to avoid – engagement and commitment.
Does “Social” mean we need to be sociable? In other words “friendly or agreeable, esp. in an easy, informal way” (Webster’s New World Dictionary, second college edition – sits right by me every day)? How many effective Human Resource professionals are described as sociable? Most would probably prefer to be described as a nice, effective business person.
Let’s go back to engagement and commitment. Social Media Recruiting requires engagement and commitment on a daily basis. People (mostly) are social beings and love to communicate with friends (see Facebook). How much communication with unqualified candidates will your company/department commit? Sure there will be qualified candidates mixed in with the unqualified. How many ways can you describe your corporate culture? How many times will managers agree to be interviewed on YouTube to discuss their positions? When will your recruitment marketing material begin to become dated when it is constantly put in front of candidates? When does it become background noise? How do you let the unqualified candidates know you are not going to be “sociable” with them any longer – particularly if they just happen to be your customer also? If your corporate recruiter says “I am developing my next communication in our social media program”, instead of interviewing another candidate, is that an acceptable response?
If not, then what? Do you hire a social media marketing expert simply to communicate with candidates on your Facebook, Twitter, and Corporate social media sites? Then are they trained what they may and may not communicate to candidates via social media?
In my experience almost everyone likes to be on the cutting edge of anything that appears to be really interesting and fun. Then when the darn “work, engagement and commitment” words begin to demand our time, the glimmer tends to wear off.
Let’s go to the basic premise of behavioral interviewing. When people find a successful way to deal with a situation, they revert back to it when under pressure. This is why there is the challenge to maintain a LEAN manufacturing environment when the consultant leaves; and why vestiges of social media recruiting will continue after budget and time begin to exert pressure on the social media program.
There is no silver arrow in recruitment. Social media recruiting is an arrow for your corporate quiver. It should not be your only arrow for sourcing. Every company’s environment is different. Certainly social media recruiting works in some environments. Unfortunately (or possibly fortunately) not every company can or wants to afford the engagement and commitment that social media recruiting requires.
Most companies are more successful when they focus on their recruitment strengths and improving all of their recruitment processes than spending the money and time on the next sexy technology that appears on the horizon. Remember the words engagement and commitment.
My business is on Twitter and LinkedIn, my book “RecruiterGuy’s Guide To Finding A Job” on Facebook, and my website has links to articles and videos of TV appearances and my blog. I participate in social media recruitment but it is only one source of candidates. May I consult with companies on social media as a potential source for recruiting? Absolutely! After we answer the questions above… Labels: Contract Recruiter consultant, Contract Recruitment consultant, recruitment sourcing, social media, social media recruiting
All information ©2001-2011 RecruiterGuy.com a division of The Humbert Group, LLC unless otherwise noted.
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