KeenHire Blog by Margaret Graziano

Market Manager -Chicago

Market Manager

You enjoy selling and business development, creating strategic solutions that meet your customers’ needs as well as becoming an integral part of your customers strategic advisory counsel.  An ideal opportunity for you is one that affords you an opportunity to sell a unique service offering, provides residual income, a sales process that knocks out the competition and gives you the freedom to uncap your income.

You are looking for a high impact business-to-business sales and market manager role. You are inspired about selling customer centric, high value, customizable HR and Talent Management solutions. You pride yourself on your ability to establish and build long-term business relationships, open up new accounts, cross sell multiple service lines and continually grow your customer base. You are looking for the right company to join forces with, one that rewards your tenacity and drive and that affords you the opportunity for growth, development, advancement and a potential equity stake. 

Lets Talk Retention

According to Noah Webster, "Retention is the act or power of keeping or retaining. Corporately, retention is the power to keep employees actively engaged and committed to being an integral part of the organization."

Webster separates employee retention from standard retention. However, I have read about, seen and experienced a direct correlation of employee retention with stock price and EBITA. When a company does a great job of hiring the right people and then they do a great job of retaining them, they maximize their ability to secure and retain market-share. The businesses that have cracked the code on recruitment and talent management hold on to customers longer, are in a position to proactively solve their customers’ problems, and have the ability to be on the leading edge in offering new and innovative solutions to their customers because of a steady stream of new knowledge and solid relationships. The correlation between employee retention and profitability makes perfect sense.

Impacting your company’s ability to retain your key contributors, mission-critical players and next-level leaders begins with you understanding where people are at from a  of view.

It is important to note that today’s workplace psychological state is at an all-time low—peopleare too discouraged to go the extra mile; they are waiting for the other shoe to drop. The workforce of 2010 is mistrustful and skeptical. The top issues affecting workplace psychology and employee engagement are “warm chair attrition,” when the body shows up but the mind and heart have been left at home, and “corporate cocooning,” when the mature, highly experienced worker is hoarding information, afraid to share with or train others for fear of being replaced. Yet another is young working parents choosing their families first. Many in this group opt for working at home or only going to the office part-time. A great many people in this demographic are looking for “life/work navigation,” as they have seen firsthand how putting the job first and family second is crippling, un-fulfilling and littered with false rewards. One thing for sure is that in most situations and for most of your workforce: Corporate Loyalty Is Dead.

Competitive, astute employees are adopting a free-agent mentality and building their own relationships outside the company with vendors, customers and ex-employees so they are always ahead of the networking curve. Additionally these mission critical players, key contributors, and highly sought after next-level leaders are constantly improving their skill set so when the ax falls, they have opportunities lined up and waiting.

Recently HR Executive magazine conducted an engagement survey with hundreds of high-performing high potentials from all over the nation, and what they published was somewhat surprising, to say the least. Their study reported that 45% of all internal “candidates” within anorganization’s promotion pipeline are currently looking to leave the organization.

In another survey, conducted by Harris Poll and CareerBuilder, the results were just as compelling:

• 41% of employees are not satisfied with their jobs
• 46% say their workload has increased
• 33% feel they’re at a dead end at their current job
• 78% believe they are coping with “burnout”
• 56% are not glad they chose to work for their current employer
• 63% believe their top management does not display integrity and morality.

Any company that values the power of their human capital, believes that their people are their competitive advantage, is aware of the cost of replacing a great employee, and does not have a progressive talent strategy in place should be nervous. If you are not, take a look at this chart. It makes a great visual. Think about if your company lost their best salesperson to the competition. These days even your ironclad non-compete would most likely only slow them down. They might not call on your customers, but they can take their brain and everything they learned while in your operation and use it against you.

The problem is a big one and a strategic, systemic one at that. Not having enough knowledge-workers leads to longer development times, lower sales coming into the organization, fragmented customer service, a reduction in innovation and, eventually, lost customers. Hiring the wrong people because you are in a “rush” leads to more unwanted turnover, and that turnover comes at a high cost. Not knowing what makes your people tick leads to an incubation of the “free agent mentality.” The bottom line: the demographic and psycho-graphic challenges facing our companies cannot be avoided or ignored. Furthermore, the cost of doing nothing far outweighs the cost of being proactive and creating high-impact solutions that affect your bottom-line profitability and stakeholder equity.

Your company must decide if people are your competitive advantage, and if they are, you must strategically cause a corporate transformation, adopt a talent mindset and lead the way. Once you adopt and engage the rest of the leadership and management team in the talent mindset,you need to develop a people, or better said, talent strategy that lives and breathes throughout the organization.

It's Soon Time For The Dreaded Annual Performance Reviews!

I can see every Manager I know wincing with anticipation. No one likes to give performance reviews. Why is that?

Some say it is because there are no clear cut performance metrics and the review process is a time for the Manager to share his or her opinion about the employee's performance, however the Manager's opinion is rarely measured against a key performance indicator and the key performance indicators are rarely connected to the companies overall objectives. 

Others say it is because most Human Beings avoid conflict at all costs; and the performance review is a time of conflict.

And then there are some retired executives that I know that say the source of the avoidance of performance reviews and key performance indicators is the lack of accountability in our society.

I have to agree with all three theories.

Most employees I speak with resent having a Manager who knows little or nothing about what it takes to do their job evaluating their performance. Most employee's I speak with would rather be measured against standardized operating performance metrics, high performing on the job behaviors and goal attainment. They say when they know what right looks like and they know how to get there, as well as what they need to do better to achieve the results faster, they feel they are set up to win.

Seems to me that open communication, beginning with the end in mind and speaking about bottom line specific performance outcomes would have everyone winning.

The following questions are generic questions pulled from several of our performance management and employee self evaluation forms.

What ultimately are you accountable for?

Define your core responsibilities in your job? 

What behaviors do you emphasize to get your job done?

What aspects of your job really jazz you?

What job functions would you like do more often?

If you could off load an aspect of your job that you are not thrilled with, what would that be?

In what function do you feel that your talents and abilities and strengths could be utilized at the company?

What resources do you need from us to get your job done better?

Where do you want training? How would that training impact your job? 

Where would you like to take your career in the next 2-3 years?

When are you operating at your maximum effectiveness? Tell me about that.

This is just a start and remember it is not just the words that come out of your mouth, it is who you are being when you are saying those words. As my first coach in business used to say, "It's never about the message, it is always about the messenger." There is something to that.

Best of Success,

Margaret

 

 

Improve Your Bottom Line. Hire Smarter.

The fundamental goal of the KeenHire 5 Pillar Conscious Hiring™ and candidate selection process is to hire the right candidate for the right job in a company that values a candidates’ unique contribution.  An effective hiring process takes into consideration the strategic reason for the positions existence as well as the candidate’s individual work style, behaviors, motivation, and core competencies. The end result is a solid hire that performs in the role and produces the key performance metrics. 

While employee training and development are mandatory facets of a solid Talent Management Strategy, the results of such programs are almost always insufficient when created outside of an effective and efficient hiring process.  Any company committed to long term organizational success must build a hiring process that closes the performance management gap. We have all heard Jim Collin’s mantra, “Hire the right people, give them the right tools, get out of their way and let them perform”.  Creating, implementing & systematically utilizing a Conscious Hiring process for your business that hones in on the key elements to your organization’s long-term success is a critical element of your human resources strategy.

Our 5 Pillar Conscious Hiring and Selection Process™ defines and quantifies your company’s corporate culture and work environment, the role’s key performance indicators, the ideal candidate’s work style, attitudes, behaviors, competencies, motivations and values.  KeenHire’s Conscious Hiring process begins with strategic organizational workforce planning and company discovery and results in improved return on hiring investment, corporate profitability, workforce productivity and overall organizational effectiveness.

Keen’s recruitment, selection and hiring program takes the recruiting process and breaks it down into five specific pillars, each focusing on different element of the recruitment function; beginning with organizational workforce planning, then key contributor benchmarking and role analysis, then candidate sourcing, then selecting, and finally on-boarding. Creating a Conscious Hiring and Recruitment process is essential to the health and organizational effectiveness of any organization committed to serving and retaining customers.

Do You Want to Profile Performance or Predict It?

A Commentary from Previsor on the Risks of Profiling in the use of Pre-Employment Psychometric Assessment Tools in building a Conscious Hiring Process. 

Overview
This commentary describes the profiling approach to using pre-employment psychometric assessments, compares it to the predictive approach to using assessments, and then contrasts these two very different approaches. It then describes the dramatically different results derived from an analysis in which the two methods were compared side-by-side in the selection process for a given organization. At KeenHire, we use both approaches in tandem to deliver the best hiring process to our customers. The Key is in the Role Analysis (referred to as job analysis in this article).

What is Profiling and How Does it Compare to the Predictive Model?
The profiling approach involves assessing a small group of employees that have been identified by the organization as high-performers, and using the resulting test scores to determine how to evaluate job candidates. Candidates whose assessment scores more closely resemble the scores obtained by the high-performers are judged to be better “fits” for the role, and are forecasted to be better hires. A predictive approach, by contrast, involves identifying job-relevant traits based on an in-depth job analysis, and selecting those candidates who earn higher scores on measures of those traits.

Seven Problems with the Profiling Approach to Assessment
Most assessment experts do not advocate using a profiling approach, even though it would be easy for them to implement, due to seven major problems with profiling. These are summarized below.

#1: The "Ceiling Effect" Problem
The scores obtained by the high-performing employees asked to complete the assessment define the ceiling—the maximum possible score that can be obtained on the assessment. This means that it is actually impossible to identify a candidate who is a better fit for the position than current high-performers. The high performers used to develop the model don’t just represent “desirable,” they represent “the best imaginable. ”The profiling model has no answer for the question, “If a candidate came along who was an even better fit for the position than your current high performers, how would you know?”

#2: The Not Enough Data Problem
The profiling approach relies on a large number of conclusions and decisions made on the basis of a very small amount of data. Profiling assumes that the test scores obtained from a handful of employees produces information that will be consistent with and generalizable to job candidates. But the unfortunate reality is that small data samples are very rarely conclusive. Models built on the basis of test scores from five people, or even fifteen people, are very unlikely to be accurate. They may not even be close, and can even lead to false conclusions. At KeenHire, we measure the actual on the job performance of every participant in the job benchmark study. If the on the job results are not exceptional, we encourage our customers to exclude that participant from the study.

#3: The (Non)Essential Trait Problem
Profiling is more likely to incorrectly identify unimportant traits as job-relevant, or overlook traits that are essential to job success. This is because the profiling approach is based on a few individuals and their traits, not on how relevant those traits are to the job demands or requirements. Maybe the handful of assessed employees just happen to share traits that are not actually job relevant. Maybe they differ on traits that are job relevant because one or two of them have learned to compensate for a limitation in one area with particular strengths in others. Maybe the traits common to the top-performers who were tested are the same traits possessed by weaker performers—but since weaker performers were not assessed as part of the approach, there is no way to know. Any of these possibilities would result in a profiling model that has no value in identifying future high performers.

#4: The “Over-Cloning” Problem
Profiling emphasizes similarities without any regard to whether or not they are important similarities. For example, if the profile is created based on a ten-scale personality instrument, but only four of those scales are actually relevant for success in the position, the organization is needlessly forcing consistency and uniformity in six areas. Good, high-potential candidates may be passed over because they are not sufficiently similar to current employees in areas that have no bearing on their likelihood of success. At KeenHire, our process begins with an Organizational Development approach. We work diligently to build a balanced organization by first digging deep into who the organization is, we seek to understand the current corporate culture, the desired culture, the strategic objectives and goals as well as the barriers to achievement.  We then assess and evaluate the Executive team,the mission critical and key contributors. We look for what is working, what is not and what is missing, the presence of which would make a difference. Only after we have a full picture of the current state and the desired future state do we make recommendations.  No one with any level of discernment or sanity really wants the "Stepford" culture. Most companies simply do not understand how to build a high performance culture. That is where we come in and make the difference.

What Really Grinds My Gears? Recruitment Versus Selection

 

Composed by: Stephanie Marberry, PhD 

You know what really grinds my gears?…Lindsay Lohan….just kidding!The focus of this discussion is on the difference in the distinction between recruitment and selection. Some of you may say there is no difference, some of you may say that they are completely different processes, and the rest of you may say who the heck cares!

 

The truth is that some terminology resonates better with business professionals than others. Certain words, like recruiter, carry a particular stigma because there is a certain perception that the recruitment industry does not add value. In my world this is not always the case, some of my best clients are recruiters and my partner for the past 2.5 years owned her own staffing firm and was a recruiter! Where the distinction exists is when recruiters incorporate selection into the hiring process. However, I have witnessed that no one really understands what the term selection means and why it is different from the recruiting process.

There is a distinct difference between the way companies define recruitment. What I have heard from senior executives, and hiring managers is that recruitment by a 3rd party is a process where people or resumes are thrown at them without any regard to quality or fit. This is not always the case but somehow this is the perception that exists. I have even heard the term head hunters, which creates even more of a negative connotation implying that anyone is fair game!!!! When we talk about 3^rd party recruiters I do think one bad apple has spoiled the bunch. The 3^rd party recruiters that I have been working with are actively looking to incorporate selection into their process in order to become a true partner with their clients.

So what’s the real difference between recruitment and selection besides the fact that one word carries bad rap? When I teach on the topic of Industrial-Organizational Psychology there is not much emphasis placed on the science or strategy behind recruitment. In fact there are only a few pages dedicated to a discussion on recruitment in most textbooks. Recruitment is defined as a process to increase the pool of job applicants that meet the organization’s legal and social obligations thereby also increasing the success rate of the selection process. In the classroom I discuss various ways to source candidates and the effect that specific messages or people might have on the candidate’s first impression of the company. So the strategy surrounds different ways to find and attract the most candidates for the job and company.

What is emphasized in the world of Industrial Psychology is the idea of personnel or human resource selection. Human Resource selection involves a scientific process that begins with the development of a selection program which includes a full job analysis where the tasks, resources, work environment, and performance measures that characterize the job are defined.  The creation of a selection program also involves the identification of worker characteristics required (i.e., knowledge, skills, and abilities), the development of various assessment devices (e.g., tests, interviews, personality and behavioral measures), and the validation of these devices (e.g., does the measure predict performance on the job). In the end the selection process should allow a company to systematically collect and combine information from valid selection instruments to make hiring decisions that result in top performers to drive the company’s efficiency and effectiveness. Companies can even take this one step further by evaluating and monitoring their selection process through a utility analysis or with other ROI forms of measurement (i.e., turnover, profitability, satisfaction, engagement).

As a consultant for KeenHire I find myself involved in both recruitment and selection and I see that they are highly inter-related (you can’t have one without the other!). So why does this gap have to exist where recruitment is offered separately from selection? These are distinct terms but they should not be offered independently. Further, selection is the necessary piece in making the right hire and if is not conducted appropriately it can lead to negative outcomes. Both corporations and recruiters who are not incorporating a selection system into their hiring process need to look at what it is costing them. For corporations it might be wasted time, money and resources hiring and developing an employee who is not the right fit and does not make any impact on the job. For recruiters it might be lost business due to less expensive alternatives that deliver the same results because they do not offer anything different than the competition.

So is it truly a lack of awareness about the distinction between recruitment and selection or is there some other reason why selection is under-utilized? I am still struggling to find the appropriate answer to this question but in any event, it grinds my gears!!!

Workforce Performance Management - A Must For Progressive Companies!

Workforce Performance Management, how does a company maximize their return on their people investments?  If you read my blog you know my first rule of thumb is to hire people who can naturally produce the results you expect with minimal coaching. Trying to fix a performance problem with a person who is not engaged, under-qualified, or whom lacks the inspiration and motivation to do the work is an utter waste of time and gives managers an ulcer just thinking about it. If you want a high performing team, I recommend follow these guidelines.

1. Define Your Role by Expected Outcomes

2. Hire people who are RIGHT for the job, the company and who want to produce the results

3. Clarify Expectations early and often -during the recruitment process, in the on-boarding process and quarterly. Integrate individual performance with company performance so people can see and feel how what they do or do not do impacts the organization.

4. Have the Employee Measure, Track and Report results to the Manager (take the monkey off the Managers back- Ken Blanchard, One Minute Manger)

5. Create Awareness and Consciousness in the employee's mind

6. Communicate and Give Feedback-Recognize Positive Behaviors, Steps, Milestones, Effort and Execution towards Outcomes

7. Correct the Opposite and Remember to Separate the 'Person's Identity' from their Performance

Often, Workforce Performance Management conversations are dreaded by Managers, after interviewing and coaching several hundred people who hold the responsibility of managing others I have discovered that the issue is lack of training in this area. Utilizing a comprehensive software that tracks performance, teaches the Mangers to have empowering conversations and coaches the employee on how to accept responsibility for their performance without making it mean they are broken or wrong makes a world of difference.

Dr. Stephanie Marberry teaches Industrial organizational psychology at Argosy University and Workforce Performance Management is a major component of her curriculum. In 2009 Stephanie conducted an all industry software evaluation of performance management providers, the results were incredible, educational and inspiring. The good news is there are several programs to choose from, the bad news is it takes TIME, KNOWLEDGE and RESOURCES.

If you would like to ask Stephanie questions about her research LinkIn to her, email her or give her a call @ 312-618-3252.

Recruitment Process Management

Every company is charged with the assignment of doing more with less. The movement to create efficiencies in every component of running a business has lead to a huge movement of outsourcing everything from office administration, technology, recruitment and manufacturing to accounting, supply chain, staffing and in some cases customer service.  Many of the largest companies in America have been among the first to explore Business Process Outsourcing (BPO) for some it is the best thing that they have ever tried, for others the results have been disastrous.

In the area of business that I specialize in I have been researching the RPO movement. Recruitment Process Outsourcing, is about removing the recruitment and staffing function from inside the company and having an outside vendor manage, execute and deliver people on an as needed basis. The choice to RPO has for the most part been about price, economies of scale and efficiency.  The most popular roles that I have read about RPO filling is call center, front line banking, customer service, retail, and medical.

Some user reports say this is the most efficient way for a National or Global organization to staff, others say their quality of hires has declined, unwanted turnover has increased and candidates are left with an ill feeling about the companies employment brand. 

What I have learned for sure is that RPO is not for every company; a company has to have certain staffing objectives that make an RPO offering appealing.

Just because RPO might not be the right answer for your company does not mean that there is not work to do to create an efficient, effective and highly successful recruitment function within your organization.  After all, your company is only as good as the people inside and an ineffective, inefficient recruitment process is a barrier between you and your next level of talent.

Over 10 years ago, when I owned Alliance HR Network, one of my mentors asked me for our operational quality ratio of interviews to hires. I did not have the number. He then asked me how many candidates we had to talk to, to generate a live interview, I did not have that number either. I began to see that my lack of managing those important numbers was in the way of me running an efficient recruiting operation and that was costing me money.

Efficiency

The journey was a painful one, back then we were interviewing 10 people to place 1 and we had to talk to 100 to interview 10. That meant that 90% of our time did not result in generating revenue. I began to understand more and more about lean manufacturing, operational excellence and performance ratios.  I chose to enroll in a certification program in organizational development and in that 12 month program I learned a great deal about why companies lay so many people off in recessionary times. 

I decided to go to work on my own company looking for ways to bring operational excellence, improve productivity, lower costs and continue to deliver a high quality of service.  What I learned and implemented was the impetus for the making of KeenHire. 

My team and I went to work on our business processes, we analyzed performance ratios in each of our core functions and worked on eliminating tasks that were irrelevant to effectiveness. We incorporated time saving technology that allowed team members to focus on high impact functions. We created a system for candidate intake that dropped our ratio from 10:1 to 3:1.  

Effectiveness

Considering quality was what my company was known for I knew I had to find a way to stand behind that claim beyond in words. This is what lead me to implementing behavioral interviewing and 'fit' assessments into our hiring and selection process. This not only aided us in the validation of the candidates we submitted, it save us thousands of man hours. It became much easier to select the best and eliminate the rest and was instrumental in my ability to quickly ramp up new hires. Our recruiters were making placements within 2 weeks on a desk, because I was hiring the right people and giving them a great process to follow. 

Our customers were delighted with the amount of data we had on each candidate we were representing. The real benefit was when our customers requested we manage the complete staffing of entire department, leadership and launch teams. The implementation of this conscious-hiring process not only saved us money and time, it was directly responsible for an uptick in work, sales and profitability.

Whether your company chooses to run recruitment from the inside or the outside it is up to you to manage performance in 3 key areas.  In no particular order, ensuring high quality hires, managing efficient recruitment processes and delivering a high quality of service to all of the stakeholders is critical to maximizing your return on your people investment and imperative to being an Employer of Choice.

How Can You Improve Performance Metrics and Employee Productivity?

A study of the Corporate Executive Board found that since the recession began, managers have become less effective at defining employees roles and accountability. Before the recession, only 60% of employees said their managers did an okay job of effectively communicating expectations, since the recession that number has dropped to 45%, which considering is quite low.  Before, Front Line and HR Managers told employees how they fit in to the overall strategy and market share objectives, now they tell employees to get to work and be grateful they have a job.  Ouch…….that is pretty short sighted thinking.

The highly interesting part of this is that when employees understand how what they do fits into the overall strategy of the business and the achievement of their corporate objectives productivity can increase by 10% at a minimum. Ten percent of ten employees equates to an additional headcount.

When I lead my Maximize Your People ROI workshop and keynotes I speak a great deal about Jim Collins’ call to action, “Put the right people on the Bus”.  Five years ago I learned two provocative processes for assessing, evaluating & validating job specifications, at Keen we call these Benchmarking and Role Analysis.  Both of these tie Organizational Development and Recruitment processes together and drastically improve hiring metrics and recruiting success rates.

If you want to attract more of the best, you first have to truly understand why some of your employees are high performers. Is it coincidence, dumb luck or a lot of hard work when a key manager assembles a team of high performers?  Or is it a calculated and well-executed strategy?

Experts say that building a high performance work-group does not happen by anything other than a well defined, executed recruitment plan and selection hiring process. High performing teams are not created by accident.  There is always a plan of attack that attracts people with solid competencies, required behaviors, complimentary traits, and shared values.  Companies like HP create programs for this by assessing their top performers and understanding what drives their performance; aspects like competencies, motivators, behaviors, values, work style, and emotional intelligence.  They then build a hiring model that vets candidates with similar winning formulas.

This is what KeenHire refers to as benchmarking.  The Keen team has assessed over 1000 high performers conducted over 200 corporate benchmarks since our launch.  In one company alone, we saved the employer over $1,000,000.00 in poor hiring costs  Download Keenhireclarknatcasestudy because they stopped hiring people who they thought would fit and they started hiring people they knew would fit.  This new age Talent Management stuff really works!

Conducting a Role Analysis on positions that you are filling whether through an internal promotion or a new hire impacts not only your ability to put the right person on the bus, it effects your companies ability to improve workforce production and engagement. When your employees know that you chose them because they had the natural ability to do the job in a way that amplifies the companies mission and vision and they know what is expected as well as how these accomplishments impact the big picture; they are awake and aware to exactly what you are counting on them to achieve on a daily, weekly, monthly, quarterly and annual basis they are much more likely to achieve it. 

The Bottom Line is if you want a more productive, engaged workforce hire the right people for jobs they are well equipped to do, make sure they know what you expect from them and then encourage them to use their natural talents and abilities to get the job done.

If you have professional HR Management, Contract Recruitment staff or In Sourced Recruitment consultants on your team make sure they are trained in these critical hiring selection programs and strategies; if you do not and you need to go outside to Recruiting services require these service providers to offer solutions that enable you to hit your hiring and retention metrics. 

Retention: Will Your Key Contributors Be There When You Really Need them?

Even though Human Resource Executive’s Magazine is geared towards HR Management professionals, the January 2010 issue is excellent reading for any leader concerned with Talent Management.  The cover story is about the necessity of Re-Engaging of Mission Critical, Key contributor and next level leadership talent. The most pressing post recession issues for leaders will be to provide highly engaged worker with the ability to execute new business strategies.

HRE reports that as the nation heads for an economic recovery, HR leaders at some of America’s largest companies will have to focus their attention on securing and keeping the talent capable of executing new post recession business strategies and metrics. 

Isn’t that what we have been saying all along?

KeenHire Talent Strategy 3.0 program not only delves into the changing demographics effecting the US workforce and the companies employing it, we also dig deep into the continual stream of issues surrounding and effecting employee engagement, organizational design, recruitment, and talent retention.  The course is quite content heavy however because of the group interaction the journey is barrel of fun!

The Washington based Executive Board reports that the number of disengaged workers has doubled during the recession of 2009 and 2010; even more disturbing many high potentials, workers who very possibly hold the key to a companies ability to press through the rebound are waiting with baited breath for a headhunters call. When the call comes, these highly valuable contributors will not only take it, they will leap at the chance to escape the last few years of misery.  Actually another report by the same organization indicates that nearly ¼ of all high potentials are already looking for a new job and beyond that one in ten of the broader workforce is actively on the hunt for a new job.

In Peter Drucker's 5 New realities and 8 Business Strategies he speaks about Business Leaders being willing to see the truth even when it hurts. To ensure you are not running in front of the truck and scrambling for Talent Management and Recruitment solutions, the time for planning how your firm will handle these changing workforce realities is now.