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Coaching Recruiters. Shut up and let them talk!

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This is the fifth blog in my series on great coaching for managers of recruiter teams.

Previously I expanded on the importance of ‘live feedback’, ‘real life coaching’, as well as the tactic of ‘plugging in’ new recruits.

Today we look at ‘role swapping’.

Many managers I have worked with feel that if they are not doing the talking or showing the consultant how the job is done, then they are not providing valuable input.

This is not always true. From time to time, it is highly effective for the manager or coach to reverse roles, providing feedback after the event.

For example, once you have a consultant up to a certain level of competence, or even with your more experienced people, take them on a client visit with you where they lead the discussion, where they take in the job, where they do the selling and you play a secondary role.

You may be surprised how difficult this is to do! Many managers simply cannot help themselves on a client meeting and leap in to take control. I understand why, but look at the bigger picture. When is the recruiter ever going to learn if you always take control? In fact you are setting that person up for disaster because the first time they actually get to run a client meeting, they really will be on their own. i.e. when you are not there.

So sure, be ready to leap in if it goes totally off the rails, but otherwise let the recruiter run it.

Then afterwards in the cab back to the office, or in a coffee shop, do a full, immediate de-brief, pointing out missed opportunities or where things could be handled differently.

The same role swapping should be applied to interviewing candidates. Your consultant interviews, you observe and feedback afterwards.

The most powerful coaching you will ever do.

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By Greg Savage – July 27, 2010

‘Plug-in’ your new recruiters for fast learning

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This is the fourth blog in my series on great coaching for managers of recruiter teams.

Previously I expanded on the importance of ‘Live Feedback’ as well as the ‘Real Life’ approach to consultant coaching. Today we talk about effectively inducting new hires through clever coaching.

If you spend all your time training consultants in a one-on-one situation, your own productivity will suffer dramatically, plus we agree ‘classroom learning’ has limited effectiveness. A neat solution to this problem is to plug new recruits into your own desk.

Assign one or even two new people to literally follow you around and listen to every conversation you have for an entire morning. Let them listen to you taking job descriptions, let them come with you on client visits, let them sit in on interviews with you.

This way you expose new people to the full variety of consulting situations, they absorb your style and ethos, and after all they are getting it from the best consultant in the team (hopefully).

You can also plug new recruits into other senior members of your team. One word of warning. If you do plug consultants into yourself or your colleagues, it is very important to have regular debriefs where you ensure that they understand what has been happening and they have the opportunity to ask questions. Three or four times a day, stop and ask them to tell you what they have heard and learned. Then refine their perceptions and explain dynamics they have missed. Maybe set them follow up tasks. At the very least it tells you where they need more input.

You can’t limit your new hire training to this technique, but you can certainly liberally plug new recruits in during their early weeks. It’s much better than have them sit there and read a training manual!

Plugging people in is a highly effective way of getting on with your job, while at the same time providing exposure to the fundamentals of the role.

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By Greg Savage – July 13, 2010

Coaching Recruiters. Doing your job while teaching them their job!

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This is the third blog in my series on great coaching for managers of recruiter teams.

Last week I expanded on the importance of ‘Live Feedback’ as a coaching tool, and today we turn our attention to the sadly under-utilised ‘Real Life’ approach to consultant coaching.

One of the major learnings for me about effective coaching is that telling people how to do things is only fractionally as successful as showing them how it’s done. Neither is as good as having consultants actually try the task to perfect it.

Real life situational coaching is best done on an individual basis, and can involve simply sitting down next to the consultant, listening to the way they make phone calls and providing feedback and guidance.

Occasionally, it is important to reverse the roles, and you can make the phone calls, allowing the consultant to evaluate the way you are approaching the task.

An excellent example of this type of coaching is where you have a consultant whose approach is selling a job to candidates over the phone is lacklustre or generally poor. Instead of lecturing the consultant on how to sell the features of a job to a candidate, you pick up the phone, call that consultant’s candidate yourself, while the consultant is sitting there, and brief the candidate on the job. It only takes a few minutes and the learning is substantial.  And you earn huge credibility by actually doing the job ‘live’. And of course you are being productive, because you are executing a task that could well lead to revenue.

You are doing the job while teaching the job! It’s beautiful, beautiful thing.

Where possible, make your own recruitment consulting visible to the team, so they can learn from real situations as they occur. Instead of locking yourself in a room when you have to make those difficult phone calls (e.g. fee dispute, counter offer) gather your team around you. Explain the issue, brainstorm with the group how best to tackle it… and then make the call right there, in the spotlight. Yes, its nerve wracking. But the learning is intense, and so is the respect you garner but putting yourself out there.

You will certainly never be accused of not ‘walking the talk’.

Real Life. Nothing like it when it comes to coaching recruiters to greatness.

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By Greg Savage – July 13, 2010

Coaching Skills # 1 – Live Feedback

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In my last blog post I explained how great coaching is built on two key functions – recognition and correction.

Today I expand on one of the tactics I have found exceptionally helpful in mentoring and coaching recruiters to outstanding performance, ‘Live Feedback’.

This may sound unusual, but a good leader who wants to have an impact as a coach should actively look out for opportunities to catch their consultants in the act of doing something good!

Yes, live feedback starts with the positive.

If you want to see a behaviour repeated, reward it via recognition. So for example, if you hear a consultant doing a great job of selling a temp rate to a candidate who was hoping for more, as soon as that recruiter puts down the phone, tell them. ‘Heard the way you handled that conversation Bob. Great job! It’s really crucial we keep our margins up on this temp desk and that starts with paying our temps market rates, but no more. Well done’.

What’s more I think you should pass on this recognition publicly and immediately. It is wonderfully uplifting for the individual, and will certainly reinforce that behaviour. But it also starts to create a team ethos and culture that rubs off on everyone in the team.

But of course as a manager you must also be on the lookout for practical situations to improve a consultant’s skill and performance. This is the ‘correction’ component of effective coaching. This will mean keeping an ear out for conversations where you feel the consultant has said the wrong thing or could have said something differently or better.

The key here is not to be punitive or demeaning in words or tone. It’s a real skill to position your feedback as constructive, but it can be done. Say you heard a consultant making a bit of a hash of handling a counter-offer. You may start with something like this. ‘That was a tricky situation Bob, and you handled it well, but just thinking, when your candidate said he had been offered more money to stay, do you think it would have been good to take him back to his original reasons for considering a move…’ And out of that question will come an impromptu coaching session on handling these situations. It’s immediate. It’s powerful. It’s positive.

Always be prepared to speak to the consultant immediately they have put the phone down. The learning and retention by the consultant is far more powerful if you can relate a concept to a real and recent situation. This takes discipline and means that you often have to consciously listen out for situations and opportunities.

Live feedback is incredibly effective. It’s real because the consultant has just felt the euphoria of success and or the pain of failure. You will never have a better time to really drive home behaviour.

And that is coaching.

Coming up next week in this consultant coaching series of blog posts – ‘Real Life Situations’.

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By Greg Savage – July 6, 2010

The Recruiting Manager as coach and mentor

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As anyone who has been in recruitment for a while knows, the subtle and varied skills of our industry are best learned ‘on the job’, and they are always best communicated with the help of a mentor or coach, usually your manager, who can show how things work in real life.

There are stats on this you can dig up I am sure, but experience has shown me that people learn by doing things, seeing things done and being coached in real time. Sure, classroom-style training has a place, but coaching is often more powerful as a real learning method.

People often ask me, what exactly is ‘coaching,’ and how can we learn to coach our teams more effectively? Well, the way I understand it is that there are two primary functions of the ‘coach’.

Firstly a good coach focuses a great deal on the positive. In fact, I believe recognition – for things done well – is a highly effective way to reinforce behaviours you want to see repeated. What’s more, that recognition should come publicly and as soon after the behaviour actually happens as possible. Funnily enough, although this aspect of coaching is the easiest and the most positive, I notice many managers find recognition hard to give. It’s as if we are not a ‘real’ manager unless we are always pointing out fault and deficiency in people. In my view, that could not be more wrong.

The second primary function of a great mentor or coach (which is what every leader needs to be) is of course correction of behaviours and deficient activity levels. Importantly though, this guidance can and should be given in small bite-size chunks, in real-time and often ‘on the run’. There’s no need in most cases for a ‘meeting’ or ’special training session’. Often this correction is as simple as a two minute debrief when the recruiter puts down the phone to a client or candidate. How could we have promoted that candidate more effectively? When the client said this, did you think of saying that?

My next four posts over the coming weeks will drill down on some great ‘on the job’ coaching tactics that I have learned and used over the years, and from which I have seen fantastic outcomes in terms of professional development of the teams I have run.

First topic up next week will be ‘Coaching via live feedback’.

Until then…

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By Greg Savage – June 28, 2010

A lesson in marketing from the back streets of Amsterdam

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Not so long ago, I was in Amsterdam. Venturing out from my hotel, which was in the very centre, I was overwhelmed by the swarm of tourists and locals that plied the streets wandering, seemingly, without purpose.

I sat at a café and pondered the mass of humanity. And clearly it was a hungry mass, because every second person was chomping on a take-away snack, or slipping into the hundreds of eateries that line the streets and the canals.

I marveled at what an incredible market this was for food-sellers, and I started to think what would be the best way to capture the lion’s share of such a potential bonanza.

And trust me everyone was trying. Restaurants of every possible type line the streets, from Argentinean Grill houses, to Mexican takeaways and everything else in between. Burgers were being sold from street stalls, sandwiches from sidewalk tables, and the usual suspects in terms of coffee shop chains sat cheek by jowl with those other Dutch coffee shops, where they sell what will put you in jail in other countries.

But one food outlet rose above all the rest for popularity.

A modest looking hole-in-the-wall called the ‘Chipsy King’. Seriously. ‘Chipsy King’. This place had a line of people out the street and down the block, and as I sat at my café, I saw that the throng of customers simply never dwindled.

And what gourmet delights does the Chipsy King sell? Well as the name suggests the Chipsy King sells only one product and one product alone.

Fried potato chips. Or french fries as they are called elsewhere.

That’s it.

At one end of the counter you order your hot chips, and you collect them up at the other end. The only choice you have is in the topping, which ranges from ketchup, to mustard, and that Dutch favourite on fries, mayonnaise.

I started to think about the economics. One raw material. No variations on the menu, no waste, no real quality control issues, no cutlery or dishes, no skills need really by the “fryer”. No seating for customers. And huge volumes being sold from dawn until well after midnight.

And the customers never dried up. The Chipsy King is just off the Dam Square where every tourist passes through at some stage. It’s just a stones throw from the Red Light District which attracts millions of people and it is surrounded by bars spewing out revelers needing sustenance, and by coffee shops which sell no coffee but do sell marijuana – a product not unknown to produce hunger pangs.

What a perfect business, perfectly positioned! You may not fancy a paper cup of hot chips as you sit behind your computer right now, but the Chipsy King know us better than we know ourselves apparently, because in that environment we all want hot chips it seems. The customers ranged from impecunious backpackers, to suited business people, to hoards of Japanese tourists juggling camera, phone and … chips.

What a classic example -  the greatest of all marketing mantras.

Give the people what they want, when they want it.

All hail the Chipsy King!

I hope the owner reads this blog from his yacht in the Caribbean.

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Posted in Marketing.

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By Greg Savage – June 22, 2010

Here is a great idea for your next meeting. Cancel it!

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Last week I wrote about the scourge of lateness that plagues business these days, and I gave meeting start-times as an example of the disrespect many people show their colleagues. That blog post created a storm of comment, and some of the discussion centered on meetings themselves, and what a waste of time they can be.

And in recruitment, don’t we love a good meeting? Job meetings, status update meetings, talent updates, pipeline reporting, key account meetings, sales meetings, management meetings and finance meetings. The list is endless.

And here is the thing. Many of these meetings, some would argue most of them, are a total waste of time.

No doubt there are thousands of books, articles and training courses on how to run a good meeting. I don’t propose to emulate these. But let me share with you what I have found works in making meetings more effective in the recruitment business, be you a junior team leader trying to herd a group of recruiters, or the CEO determined to impose order and direction.

  • Meetings are to start on time. My opinion on this in last weeks blog prompted Monty Hamilton to describe me as ‘anal-retentive’, a description which gave me the best laugh of the week. Monty of course, could not be more wrong. My insistence on meetings starting on time has nothing to do with my Freudian frailties, and everything to do with the value I put on my time and the time of the staff. Meetings are inherently dubious because they take us away from our customers. If you keep a group of 10 of us waiting 15 minutes to start a meeting, that is 10 x 15 minutes = 150 minutes. Essentially three hours wasted, when we could have been servicing clients and talent, and generating revenue. That’s unforgivable. So, if the meeting starts at 8am it starts at 8am. Those who come late are clearly and publicly reminded of the meeting start time, and we would appreciate them getting here on time, next time. We do not go back to brief latecomers on what has been discussed. They can find out later. Why should we waste more time for people who did get to the meeting on time? Those who arrive obscenely late are asked to come to the next meeting as they have missed this one.
  • The underlying theme of every meeting is “How does his meeting help our customers”. Ask the question every 20 minutes. Hang a sign on the wall asking that question. Give everyone the right to ask that question if discussions go off track. If the meeting becomes too internal, too waffley, simply call the meeting to an end. Seriously. Meetings are not sacred.
  • Have a time limit for every meeting, publicised beforehand. This meeting starts at 9am and finishes at 10am, if not before. Never allow it to go beyond the set time. This allows people to plan the rest of their morning efficiently, and it focuses the discussion wonderfully to ensure you get through the agenda swiftly, focusing on the important stuff.
  • Have an agenda and invite all attendees to contribute to the agenda beforehand. If the topic is not on the agenda, it does not get addressed. This approach is really effective in ensuring people prepare their thoughts, and stops all those meeting ‘hijackers’ raising irrelevant topics on the fly as it occurs to them. Very disruptive.
  • Contributions from attendees must be limited to discussions where decisions or strategies result. This is important. NO waffle, no grandstanding, no post mortems or war stories. So the meeting convener says, “ How does this lead to us agreeing a strategy for XYZ”? If it does not assist in that direction, move on.
  • When chairing meetings, move fast through the agenda. Don’t get bogged down on petty and small points. Make sure the meeting has a purpose and a result.
  • Delegate tasks coming out of the meeting to consultants or attendees. You, the manager, doesn’t end up with 20 tasks. If some one has suggested sponsoring the local football team is a good idea, and the group agrees, the person who raised the idea gets the job to research and cost it and come back to the next meeting with a proposal. This is a great tactic because it quickly results in people only raising items they are passionate about. Because if it flies, they get to do the work! Self-regulating, I find.
  • If possible have all attendees get to the meeting having had some prep to do. Especially if they have nominated agenda items. Make sure they have to present the topic and sell their idea.
  • If you prepare for a meeting and find there are few or no burning issues to discuss, cancel the meeting! Meetings must result in definable outcomes and actions steps, which are tabled and followed up at the next meeting. If there are no issues, then it’s better to can the meeting and spend more time with customers.

One of the best meetings I attended recently was a job meeting at 9am in our Tokyo office a few weeks ago. The purpose was to cover open orders, highlight fresh new talent and set goals for the day. The meeting was held standing up! Fantastic. Everyone stood there, delivered their news, shared their issues and 15 minutes later it was over and on with the day!

Great meeting.

Finally here is a great tool provided to me by Andy Hyatt.  Set up a laptop on your meeting table. Enter the $ figures into the tool and watch the cost of your meeting rise in real time.

The cost of your meeting!

Meetings are about outcomes that improve the result for customers. Seriously, what other purpose is there?

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Posted in Recruitment.

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By Greg Savage – June 15, 2010

No, you are not ‘running late’, you are rude and selfish

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This post may offend some readers, recruiters or not. But only because it’s going to cut close to the bone for many.

And I don’t care if I sound old-fashioned, because actually it’s nothing to do with ‘fashion’ or ‘generation’. It’s got everything to do with basic good manners and respect for other people.

So here goes… How did it get to be “OK” for people to be late for everything?

Because as far as I am concerned, it’s not OK.

In recent years it seems that a meeting set to start at 9 am, for some people means in the general vicinity of any time which starts with the numeral ‘9’. Like 9.30 for example.

People drift in at 9.10 or 9.20, or even later. And they smile warmly at the waiting group, as they unwrap their bacon sandwich, apparently totally unconcerned that others have been there since five to nine, prepared and ready to start.

10 people kept waiting in a meeting for 20 minutes, while some selfish pratt who idles his way via the coffee shop, is actually 20 minutes times 10, which is 200 minutes wasted – while you keep us waiting because you did not catch the earlier bus. That is over 3 hours wasted. By you! How much has that cost the business? Shall I send you an invoice?

And an arrangement to meet someone for a business meeting at a coffee shop at 3 pm, more often than not means at 3.10 you get a text saying ‘I am five minutes away’ which inevitably means 10 minutes, and so you wait for 15 or 20 minutes, kicking your heels in frustration.

And often these ‘latecomers’ are people who have requested the meeting in the first place, are asking for your help, or are selling something. Fat chance mate!

And of course this has massive application to the recruitment industry, where lateness is both commonplace and hugely damaging to your personal and corporate brand.

And it’s not only business.

Why do people, invited for a dinner party at 7.30, think its cool to arrive at 8.30? It’s rude. It’s inconsiderate. And it’s selfish, as I witnessed in a coffee shop near my home one weekend. Three “ladies who lunch” (a species not confined to, but heavily represented on, the lower North Shore of Sydney) were chatting loudly at the table next to me. One inquired what time the ‘drinks do’ was that night. The reply for all the world to hear was ‘Oh 7.30, but we won’t get there till 9 because by then it will have warmed up and all the interesting people will have arrived’. Nice. Imagine if everyone took that view. Cocktail parties would start at 3 am eventually.

Or a dinner at a restaurant where I was meeting two other couples. My wife was away, so I was flying solo. I arrived at two minutes to eight for an eight o’clock booking. At 8.20, I was into my second glass of Pinot and at half-past I got a text saying ‘on the way’. We finally were all seated at 8.45. There were not even attempted excuses from either of the two couples, who seemed oblivious to the fact I might actually have got there at the agreed time. Meanwhile I had put a huge dent in the bottle of Pinot, and was ready to go home.

And it is not that we lead ‘busy lives’. That’s a given, we all do, and it’s a cop out to use that as an excuse. It’s simply that some people no longer even pretend that they think your time is as important as theirs. And technology makes it worse. It seems texting or emailing that you are late somehow means you are no longer late.

Rubbish.

You are rude. And inconsiderate.

And I act on it to. My dentist kept me waiting 50 minutes not long ago. I walked out, past a literally open-mouthed receptionist who had never seen a patient act on their frustration, only to get a frantic call from the dentist herself as I got into my car.

Sure she was “busy”, another patient took longer than she expected, blah blah.

But hold on, I am busy too! I would not keep her waiting 45 minutes if she came to see me as a candidate. And yet I am HER customer. I told her I have been coming to you for 15 years but don’t take me for granted. See fewer patients in a day if you have to, but see me on time or close to it. She has never kept me waiting again.

Me? Am I ever late? Sure, sometimes. That’s inevitable even with the best intentions. But I never plan to be late. I never ‘let time slide’ because my stuff is more important than yours.

I am not talking about the odd occasion of lateness. I am talking about people who are routinely late. In fact, never on time. You know who I am talking about!

And certainly I consider serial lateness a character flaw which I take into account when working out who to promote, who to hire and who to count amongst my real friends.

It’s that important.

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By Greg Savage – June 7, 2010

Recruiters please, shut up and listen!

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Most of us are told that recruitment is a sales job. And it is.

But the truth of selling is badly misunderstood. Selling in old-style recruitment means volume of calls, pleading for client visits, and pushing people into jobs where maybe the fit is dubious, at best.

But in fact the real selling in staffing is based on an ability to uncover and understand. Uncover and understand our customers needs and motives, that is. So being a great recruiter is going to require many so called ’soft skills’, like listening, probing, uncovering and questioning.

Successful recruiters will have the interpersonal skills to really get to know their client hiring managers on a person to person level, including their leadership style and knowing the type of employee that responds to that style.

And so as the staffing market recovers, it’s important we start talking about things we never considered before. Like the client mindset.

Let’s think for a moment about the mindset of clients as the market recovers. We need to remember that clients will be bruised from layoffs and cutbacks. They will be under pressure to deliver. They may be confused themselves about the strength of the market and whether it’s time to hire. Their own corporate strategies will have changed, culture will have evolved, management style will have changed, corporate needs will have changed, and indeed there is a good chance that their own manager may have changed under a restructure or a downsizing. So initial hiring will be tentative. There may be some tyre-kicking by clients. Clients will want to get an “exact fit” because they will be terrified of making mistakes.

So that brings us to the importance of asking questions to truly understand client needs. I have been on thousands of visits to clients with recruiters. Most recruiters ‘talk at’ the client. Few really seek to understand. Bear in mind the client may not know themselves what they really need. It may be a journey of joint discovery. We need to take great job orders, be consultative and question clients briefs carefully.

The biggest cause of placements falling through is people making assumptions. Recruiters taking what they are told at face value. You need to develop a relationship with your client and talent where questioning is actually welcome. It’s like a doctor asking questions while  working towards a diagnosis. Why is a candidate really wanting to move jobs? What are her true motivators? What is a client’s real ceiling when it comes to salary they will pay? Why does the job require the candidate to have 10 years experience in a certain environment?

Traditionally recruiters are the best of talkers. But now we have to learn active listening as a core skill, and we have to question everything.

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By Greg Savage – May 30, 2010

The ‘Three Commandments’ of high performance recruiting. A lesson from Japan

I am writing this on a plane on my way back from a week visiting the Aquent offices in Japan. It was a great week, and the business is tracking well, but as I had not been to Japan for a while, I spent my time meeting with virtually every recruiter, looking at activities and shining the light on efficiency and productivity shortfalls.

People often ask me about staffing in Japan, and how “different “ it must be to the rest of the recruiting world. Well of course Japan can be a perplexing place to an outsider, but 10 years of running a staffing business there has tought me that, at the very core, success in staffing in Japan depends on exactly the same skills, metrics and activities that drive success anywhere else.

As you would expect, across a team of 30 or so recruiters we have a blend of exceptionally high performers, some solid fee generators, and a handful who are struggling to meet targets and objectives. Just before I left Osaka, I debriefed with the local Regional Director, and it became clear that once again we had been reminded that a few very clear basics are what drive success in this business, and we agreed to refocus everyone back on to these priorities.

I have blogged previously on my core belief in what drives recruiting success

Activity X Quality X Target Market

And certainly that formula holds true in Japan as much as anywhere else. However I found that underperformers in Japan were falling short in one or more of three specific key areas. As I jotted up my notes from the weeks work, I reflected that these ‘Three Commandments’ could well serve as a blueprint for staffing success, anywhere, anytime

. • Specialisation

Recruiters are easily seduced. A client wants help with a hire that’s outside our area of expertise and we jump right in. And then we find we don’t have the skills, knowledge, or connections to do a good job. We waste time, we get frustrated and we actually risk damaging our client relationship when actually we were trying to go “above and beyond”. And think of the opportunity cost working in areas we are unlikely to ever revisit. Successful recruiters are specialists. They know a niche and they work that niche. Specialisation is critical because it creates a perception that the recruiter is a recognised industry expert. This status appeals to both prospective clients and candidates. Furthermore, it gives recruiters instant credibility with passive candidates, which will be increasingly crucial. Don’t dabble. Don’t allow distractions. Go deep.

• Order qualification

This is just so critical. Most of us work a contingent business model. We only get paid if we fill the job. Yet so many recruiters try to fill every order that hits their desk. This is patently a mistake because all orders are not equal and nor are all clients. The most successful recruiters in our Japan business, as everywhere else, are brutal order qualifiers. Is the client serious about hiring? Is the order fillable? Are the hiring criteria reasonable? Salary appropriate? In fact Aquent has move to an “exclusive only” business model for our permanent business. It’s a work in progress, but in markets where we are doing this well, we have seen numbers of job orders fall (because we will only work with a client if the order is exclusive with Aquent) but the ratio of orders filled skyrocket, with recruiters productivity (revenue generated as a multiple of salary) at the highest levels we have ever achieved.

• Talent selection

In financial markets they talk about canny investors being “stock-pickers” which refers to an ability to select ‘diamonds in rough’, investments that will outperform over time. Great recruiters are “talent-pickers”. We would love to place every person who approaches us or who we interview. But that’s not going to happen. In fact spreading your talent activity too thin will dilute your ability to find people work. Candidate selection is key. Selecting the best ones will be an art, developing relationship with them will be a skill that many of today’s transactional recruiters will find hard to adapt to. We have to be nimble enough to understand the trends in clients needs and adjust our candidate activities to meet that need

There are many, many things that make for a successful recruiter, but the “Three Commandments” (which may as be almost as old as the original ten!) still hold true, and I am finding it’s those recruiters who are applying age old, proven strategies to their work, who are flourishing most in the recovery

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Posted in Client Skills, Management Skills, Recruitment, Recruitment Skills, talent management.

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By Greg Savage – May 21, 2010

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