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Hiring Mistakes Can be More Costly than We Realize Every company needs to hire at some point. 
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As analysts predict hiring to increase in 2013, employers are urged to make thorough background screening a priority to get the best people for the job.
Barry Deutsch's insight:
The author, a president of a background checking company, identifies some key areas for avoiding a hiring mistake. The best quote is one that I use in almost every presentation I give: “It is an old adage, but one that rings true, ‘trust but verify." This comes from Ronald Reagan during the Nuclear Disarmament Treaty Talks. It is at the heart of our entire hiring process. How do you validate, verify, and vet "accurately" every claim the candidate makes about their accomplishments, achievements, skills, responsibilities, experience, and impact? Not taking the time to probe, peel the proverbial onion, and uncover what's below the rocks like Sherlock Holmes is a sure recipe for a hiring failure. How do you think we got the title of our award winning book and workshop "You're NOT the Person I Hired? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Four ways social HR will transform business in 2013
Barry Deutsch's insight:
One of the most interesting findings from this post was a citation from a study on performance management - not sure what that has to do with social HR, but it "grabbed me." "A recent study published by Ventana Research found that 77 percent of executives and managers say the performance of the workforce is the most important metric." If performance management is so important, why do most managers and executives give it lip service?
When matching up lip service statements about the importance of workforce performance with the actual execution of doing it, there is an enormous gap. How does this work in your organization - lip service or execution? This is really a topic of leadership, but since it's so bad in most organizations the most obvious failure is in the hiring process since there is no up-front investment in determining and communicating performance expectations. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent?
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When they talk about hiring mistakes, most managers point to problems in the interview stage of the selection process. They often describe their own interviews as “incomplete” or “not thorough.” They fault themselves for not ...
Barry Deutsch's insight:
The cost of the mistakes most hiring managers make in the interview and selection process is astronomical. Why do these mistakes occur in the first place - tribal hiring practices passed down through the generations that no longer work, and inadequate training of hiring managers to conduct an effective interview. The author in this article suggests that training of hiring managers for interviewing skills is important to success interviewing. My partner and I have identified the top ten mistakes that most hiring managers. You can download this study/research from our website. However, we've discovered that unless you build a disciplined process in hiring, mistakes will continue and hiring success will at best be in the 50/50 range. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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A new study suggests likeability may be more important than ability in getting a job, especially at the highest echelons. This is nothing new reported in this study. The research going back 50 years shows that likability, rapport, and chemistry are the overridding factors when deciding whether to hire someone. Layer onto this poor indicator of future performance the issues of desperation hiring and first impressions and you've got a dangerous cocktail of bad hiring that leads to hiring mistakes at least 50% of the time. The author talks about "fit" being important, especially the element of likability. So, that must mean the interviewer is attempting to "measure" personality. I've asked over 30,000 CEOs and Senior Executives in the last 15 years in my hiring workshops (You're NOT the Person I Hired) "who believes that the persona exhibited in the interview is the same personality style that will show up the first day of work?" Not one person in the last 15 years has ever raised their hand!! If we're not measuring real personality in the interview to determine fit, what are we measuring then? We're measuring acting and interviewing style - which has nothing to do with fit. This is one of the major reasons candidates don't turn out to be the employees you anticipated from the interview. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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Interesting perspective on Profit/Loss based on your hiring process. Do you have a strategy around hiring top talent? Have you benchmarked your talent against the talent in your competitors? Who is winning? Do you know where to find the best talent and how to attract them or is getting them a function of luck and praying in your organization. Have you quantified the costs of not being able to recruit the best talent? Your value statement might say something like "our people are our greatest asset" - but do your actual programs, tactics, and strategies back it up? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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Some excellent ideas on low-cost recruiting ideas from one of the true gurus in the recruiting field, John Sullivan. I like the variety of John's ideas of leveraging the networks your employees have - both on-line and off-line. At least 50% of your hires should be coming from referrrals of employees, customers, vendors, and suppliers - with the bulk made up of employee referrals. What's your referral metric - are you in the 50% range or hovering in the average range of employee referrals of around 10-15% of all your hires? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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Next to not measuring whether a candidate can effectively deliver the results you've defined, cultural fit is the next big area of hiring failure. We can break cultural fit down into two major elements: Adaptability from prior unique cultures - can the candidate replicate or transfer their success in prior unique cultures and environments to your unique culture/environment? Secondly, can the candidate "play nice?" Can they get along, communicate effectively, and develop good working relationships with bosses, peers, subordinates, other internal players, customers, vendors, and suppliers? Mike Stafford does a good job in this article talking about the need to assess cultural fit. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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6 Reasons Your Job Search is Failing Big Time The author nailed my pet peeve in this article on the deadly sins of an ineffective job search. Why do you never ask for advice? Why do most job seekers - even at high executive levels feel they must "go it alone" and try to conduct an effective job search in the 21 century with 19th century techniques? Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/careerblog Have you test-driven our Job Search Workbook - This is NOT the Position I Accepted http://www.impacthiringsolutions.com/candidates/candidate-products/not-the-position-i-accepted- Don’t forget to join us on our popular Job Search LinkedIn Discussion Group http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-Job-Search-1781587/about
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Here is a great video posted by Innovators Forum dated a few years back, but that is still completely accurate. They highlight important topics such as talent shortages and the " Total Cost of Jerks" equation, a term also new to me! I've just found a new term - can't believe I never came up with this on my own: The total cost of jerks equation. Funny idea - but it hits home - worth viewing the video for a few minutes if you have been a victim of hiring a jerk in the past. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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Wall Street Journal'Moneyball' Insights for Hiring AdvisersWall Street JournalFinancial advisory companies may be making some big mistakes as they shell out millions of dollars to lure top-producing brokers. I always on the hunt for articles relating the movie Moneyball to hiring. Here's an Interesting perspective in the WSJ of applying the Moneyball analytical techniques to hiring brokers or financial advisers in the financial industry. Have you considered how the movie Moneyball might apply to hiring in your business? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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Blog: Have you thought about candidate cloning?HRZone.co.uk (blog)Whilst there's enough talent to fill roles, companies want to gain competitive advantage by hiring the best talent. But what's the difference? The author in this article recommends using emotional intelligence as the mark of a successful candidate when skills are equal. First, I am not sure I would put that much confidenc in measuring emotional intelligence and using it as a predictor of success. Secondlym, The issue is that skills are never equal. The real question is what separates top talent from average and mediocre talent. We've identified 5 core elements that need to be measured to determine if a candidate can succeed in your role. These include initiative/self-motivation, flawless execution, leadership, comparable past accomplishments, and adaptabilty from other work environments. You can read more about these 5 predictive elements of hiring top talent on our website at http://www.impacthiringsolutions.com Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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This article looks at some good and bad examples of job requirements lists and explores what makes the best lists inviting and honest introductions. Here's a great example of how NOT to a job advertisement. I think the author confused the idea of writing job descriptions and placing job advertisements. For most employers, these terms mean the same thing. Most employers just post their job descriptions trying to attract candidates. As you may know, we have a module within our hiring system, the Success Factor Methodology, that focuses on developing Compelling Marketing Statements. This is a great example by the author of being more compelling for a IT/creative wrole around web design. How do you take your job descriptions or Success Factor Snapshots and convert them into Compelling Job Advertisements? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent?
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What should you look for as you recruit new hires in 2013? As an employee yourself, what traits will serve you best in the years ahead?
Barry Deutsch's insight:
The IBM study once again identified "human capital as the number success factor to success, particularly the hiring retention of talent. Here's my question, if it's such an important element in company success, why do so many CEOs and executives give it lip service, such as "our employees are our most important asset"? Why do company execs talk about hiring and retention, but have mediocre or ineffective programs to establish best in class efforts? Why are so few companies willing to invest in changing their existing hiring and retention programs, thinking isn't "good enough" okay? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent?
Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent
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The Impact of Social Media Several millennia ago, the Greek philosopher Heraclitus, wrote, “Nothing endures but change”. His quote is still valid today if you consider only the magnitude of the c...
Barry Deutsch's insight:
I liked most of this article about some of the differences in job search from 5-10 years ago to today. The funny thing is that the vast majority of executive job search candidates DON'T GET IT! They're still conducting their job search as if it's 1992. I particularly liked this comment by the author: "Today, the resume is used mostly in the screening process while actual decisions are made after interviews. And because there are so many candidates competing for each job, HR staff or hiring managers often scan resumes very briefly. In fact, the average time on a resume is 30 seconds." The author is actually far too kind to readers of resumes. The average time it takes to review a resume from the typical hiring manager based on numerous studies, polls, and research we've conducted is less than 10 seconds. When information if presented in a superficial, consolidated, buzzword sounding summary, it takes seconds for it to land in the trash can. Perhaps, on your next application you should "CUSTOMIZE" your cover letter and resume to be highly specific and targeted to the position. Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/careerblog
Have you test-driven our Job Search Workbook - This is NOT the Position I Accepted
http://www.impacthiringsolutions.com/candidates/candidate-products/not-the-position-i-accepted-
Don’t forget to join us on our popular Job Search LinkedIn Discussion Group http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-Job-Search-1781587/about
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Work Dulls Our Senses and Stuns Our Minds - Maria Popova - William J. Reilly penned How To Avoid Work -- a short guide to finding your purpose and doing what you love.
Barry Deutsch's insight:
How many of your employees are unfulfilled or dis-engaged in their work? How do you know? How do you measure it? What can you do about it? In my talk titled "You're the Person I Want to KEEP!", I help companies understand that they must engage their employees through making sure that some element of every job has a learning, stimulating, engaging component. When work becomes routine, boring, uninspiring - employees perform at low productivity levels, make mistakes, don't care, and generally always have one foot out the door. The article is fairly lengthy, but gets at why employees turn off and dis-engage. I liked the research citations and depth of content the author shared in this article. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent?
Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent
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Barry Deutsch's insight:
Here's the quote by the author that sums up the debate: "The extremely raw and inexperienced talent that’s walked through your door? Or the experienced, well-educated employee with the perfect resume? The answer isn’t always clear cut and the truth of the matter is that there are pros and cons to both" No kidding - the issue is not clear cut. Actually, one is not better than the other. It's a balance of the two that is important. You want someone who has the talent to grow with your company, and the person who has the experience to enable them to contribute quickly. The author of the article made the following point that I disagree with: "Ultimately, while experience can quicken the learning curve – it is almost always best to hire raw talent if you are looking for optimal productivity." Optimal productivity is the balance between experience and talent (potential). Hire someone who is too heavy on the experience to do the job and they quickly become bored and productivity declines. Hire someone with little experience, and they may lack enough exposure, projects, hands-on learning to master the job effectively. They may fail in doing the work, before they even have a chance to prove their talent capability. In a big company, this learning curve issue might not take on the same importance as in a thinly staffed entrepreneurial company. Do you have a bias toward experience or potential? How do you balance the need for both? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent?
Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent
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Anne Thornley-Brown reinforces many of the core elements we tech in our popular workshop titled "Your NOT the Person i Hired". Success in hiring revolves around a few basic best practices: 1. Defining success for the role so that you're focusing on top performers not the minimum, average and mediocre. 2. Using optimized strategies for each unique role to maximize the best candidates coming forward in the search. 3. Asking good questions that validate, verify, and vet candidate claims. Eliminating lies,embellishment, and exaggeration. Focusing on whether the candidate can deliver your expected results. 4. Using a feedback tool to simply score candidates and compare candidate-to-candidate across all interviewers. 5. Eliminating the tendency to hire on rapport and chemistry based on your bias and emotions. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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Despite high joblessness in the country, many companies have job openings but lack qualified applicants. Steve Goodman, of Bright, says big data and data science can help fix that problem. I'm not convinced the solution to filling the vast majority of jobs lies in technology solution. I do agree with Steve that most human resource professionals and recruiters who run ads are overwhelmed by the process of sorting through hundreds of job applicants for every open position. There are a variety of solutions that improve the probability of winnowing or narrowing the candidate pool to select the right candidates to interview. These include better applicant tracking decisions, better on-line screening of applicant answers and validation of claimed skills. In addition, using better advertising and pre-qualification requests for information can help in reducing the "resume spam" that frustrates so many hiring managers and hr professionals. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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I loved this article on Intuit and how they created an exciting employer brand proposition to draw to the table the exact type of candidate who would be a perfect match for their culture. This is story about linking the brand of the company with the vision it has for their employees, and how to recruit top talent to a unique culture. Lots of good ideas, tactics, and recommendations in this blog article on employer branding. Do you have an employer brand at your company? How does it tie to your product/services brand? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
Peter Wilkinson www.peter.uk.com's curator insight,
August 3, 2013 10:31 AM
Do you have an employer brand at your company? How does it tie to your social media strategy?
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It's bordering on scary the gap between management/HR and employee perceptions of things like engagement, retention, benefits, and job satisfaction. Have you measured these gaps in your own organization? What tactics/strategies are you about to implement to overcome these embarrassing differences in perception of your workforce vs. management/HR? By the way, the article also presented a nice infographic on the subject. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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Potential” is a word recruiting analysts use to describe job candidates who have the talent to become top performers but who aren't guaranteed to make full use of their abilities. So what does a company do? You shouldn't put all your eggs in one basket. Good hires are those who have both a proven track record of increasing accomplishments moving toward you expectations, and the potential to get there based on their personality, behavior, character traits. It's a balancing act. Too much reliance on just past performance and you might have someone that is good at doing the job today but cannot grow into the job tomorrow. Too much reliance on potential and you might have someone requiring too steep of a learning curve to come up to speed to do the basics of the job. Your interview should be a balance of both of these that starts with a definition of what expectations do you have for this role in 30,60,90 days and beyond at 4 months, 6 months, 9 months, and at the end of 12 months. It's IMPOSSIBLE to predict future success UNTIL you've defined your performance/success expectations. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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All managers have their favourite questions to ask job candidates, from the banal to the bizarre. (What interview questions should you ask candidates to find out their true potential? Nice list of traditional and typical questions candidates hear on interviews. I particularly liked the "bad" list. Please don't ever ask these questions again. While you're at it, don't ask any of these other questions either. They're worthless. They don't get any closer to figuring out potential than the "bad" list of interview questions. They are canned, inane, superficial, useless, traditional, stupid questions that everyone prepares for and answers in a superfiicial, ambiguous, generic, canned manner. Instead, focus the interview on talking about your pre-defined success factors (of course, you've converted the traditional and tribal approach to defining work called the job description into something that resembles what the person will be held accountable to in the job). Make the interview more like real work vs. the artificial and silly interrogation done in most companies. Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/careerblog Have you test-driven our Job Search Workbook - This is NOT the Position I Accepted http://www.impacthiringsolutions.com/candidates/candidate-products/not-the-position-i-accepted- Don’t forget to join us on our popular Job Search LinkedIn Discussion Group http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-Job-Search-1781587/about
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![Tony Hsieh: 'Hiring Mistakes Cost Zappos.com $100 Million' [VIDEO] | Hire Top Talent | Scoop.it](https://img.scoop.it/4yqCUu13ByPazTqd415-2Tl72eJkfbmt4t8yenImKBVvK0kTmF0xjctABnaLJIm9)
Tony Hsieh describes exactly how he set up Zappos.com's hiring process to avoid bad hiring decisions. Great video on hiring! If you had a process costing you $100 million a year in lost revenue - would you change it? How much does your ineffective hiring process - one that continually allows hiring managers to make bad hiring decisions - cost you? The calculation might be frightening. I used to joke with my clients - what would you spend more time on: hiring a $50K/year employee or a $250,000 piece of equipment. Most hiring managers would say the equipment. Yet, that one hire over a 2-3 year period has the potential to be a black hole of costs, sucking others down with them OR that person could be a profit center, improving customer relationships, satisfaction, ensuring mistakes don't happen, etc. Which one would you opt for? Another question: Why do you think your hiring process is okay? Why do you refuse to invest in making your hiring process better? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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Checking references is important, but do you know the right questions to ask? Learn which ones you should always ask and why. We recommend taking reference checks to a another level by validating, verifying, and vetting candidate claims of accomplishments and achievements. I like to call this approach - reverse engineering the interview. Here's how it might sound "Bob, when Carl worked for you he claimed he did X. Can you elaborate for me on how well he did on this project. What was the original goal? Did he attain it? What problems did he run into? What type of coaching did you provide him with? Who else was on the team? What was Carl's specific role and contribution?" Just like interviewing, we recommend "peeling the onion" to get accurate information. One of the great failure points regarding interviewing is that most hiring managers, recruiters, and Hr professionals do not dig deep enough. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent? Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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Sales hiring is one of the areas that small businesses and entrepreneurials firms do a terrible job. Making mistakes in this area is lethal for sub-$10 million companies.
The author talks about a few key steps to overcome the most common hiring mistakes in hiring sales professionals.
Barry Deutsch
IMPACT Hiring Solutions HIRE and RETAIN Top Talent
http://www.impacthiringsolutions.com/blog
Do you have a FREE Copy of our best selling e-book on how to hiring and retaining top talent?
http://www.impacthiringsolutions.com/hiring-managers/hiring-products/our-award-winning-book/a-digital-ebook-version
Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent
http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about