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#Leadership : #InterviewingQuestions – 4 Questions that Employers Should Ask every Job Candidate

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When it comes to recruitment, good hiring managers look beyond credentials and the idea of finding someone they’d want to “grab a couple of beers with.” That kind of approach is rife with unconscious bias and isn’t always an accurate prediction of how good they’ll be as an employee.

Good interviews examine candidates holistically. Among other things, this means asking questions that gauge their level of emotional intelligence, how they go about problem solving, and their motivation and driving force at work.

We like to ask the following questions when we’re interviewing applicants. They tell us a lot about the individual, in just a few words.

“DO YOU HAVE ANY QUESTIONS FOR US?”

If you’ve been in a job interview, you’re probably familiar with this question. Hiring managers tend to ask this question at the end.

However, we like to ask this question both at the beginning and at the end. When we ask this at the beginning, we want to know whether you’ve spent time researching our firm and your prospective role. A question like, “What benefits do you see in your day-to-day to your firm being 100% employee-owned?” for example, demonstrates your willingness to really understand us.

When we ask this question at the end of our conversation, we want to find out how you perceive the company as you learn more about us and the role. It’s helpful for us to understand what type of hesitation you might have about the company, and address it early on.

The questions you ask can also demonstrate your experience in the field. The more open-ended and higher-level they are, the more we’ll be able to see your operating style. Are you a quarterback, a wide receiver, or a cheerleader? Are you interested in our autonomous teams and how they operate, or are you more curious about the specific type of software you’d use in a project?

Remember, there are no stupid questions. The only way you can screw this up is by not having any questions at all.

“SAY WE HIRE YOU, BUT SIX MONTHS DOWN THE LINE YOU DECIDE TO RESIGN. WHAT HAS HAPPENED?”

This one’s harsh, we know. But is there any better way to gauge your hesitations about our firm and address them right then and there? This question says a lot about how accommodating the employer will be. We use it as a way to flag any possible long-term problems, and we want to identify how we might overcome those roadblocks together. In addition, this question can also help us train and onboard you in an effective way.

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What Skill Sets do You have to be ‘Sharpened’ ?

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“WHAT WOULD YOUR DREAM PROJECT AT OUR COMPANY BE, AND WHAT WOULD YOU NEED TO MAKE IT HAPPEN?”

Yes, we’re interested in your passion, but we also want to know what you focus on at work. Can you get stuff on your own? Do you need guidance? Are you able to ask for help? Do you delegate non-important tasks, or get bogged down by the minutiae? Are you thinking big or small? Where do you see yourself in a hierarchy?

There are no right answers here: It all depends on the type of person we’re looking for. If we’re looking for a project manager, for example, we want someone who can think about the big picture, and delegate the appropriate work to the appropriate team member. If we’re looking for a customer service representative, we want someone who knows how to stay calm under pressure.

“WHEN WAS THE LAST TIME YOU SAID YOU WERE SORRY?”

This question is my absolute favorite. We all make mistakes at work, but unconditionally, human employers understand that screwing up is part of life. What matters is how we bounce back from setbacks, and how we take others around us into consideration.

Whether it’s yelling at your fiancé the previous evening because they didn’t make a restaurant reservation, or pulling a teammate aside to apologize for an off-handed comment, how you deal with your mistakes is an indication of your willingness to reflect and grow. Just don’t tell us that you’ve never been sorry.

We’ve learned that in order for an interview to be effective, you need to have a two-sided conversation rather than an interrogation. These days, people no longer see work as a place to clock in and clock out–so it’s only in everyone’s best interests to ensure that what we offer as a company is consistent with the employee’s priorities and goals. At the end of the day, that’s the key to a productive and happy workplace.

Eetu Blomqvist is the North America CEO of Reaktor. Nikke Ruokolainen is Reaktor’s head of talent and human resources. 

 

FastCompany.com | December 18, 2018 | BY EETU BLOMQVIST AND NIKKE RUOKOLAINEN 3 MINUTE READ

 

Your #Career : 4 Things Every #JobSeeker Worries About (And What To Do About Them)…Every #JobSearch is Different, but Most are Stressful for the same Reasons. Here’s How to Keep your Cool and Think Strategically No Matter What.

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Kicking off a job search? Or still slogging through one? Until you’ve got an offer in hand, you’ll probably be nursing a few worries and concerns. Dealing with uncertainty is one of the main challenges of any job search, and sometimes it can even derail one. Knowing how to cope with some of the most persistent sources of anxiety is crucial for making sure your job search goes well. 

Here’s how to handle these four common fears:

FEAR #1: YOU AREN’T SURE HOW TO POSITION YOURSELF

The most difficult person to market is yourself. Maybe you don’t understand what you bring to the table. Maybe you do, but you just aren’t certain how to formulate a compelling story about it. Or you just don’t like to brag. Whatever the reason is, you need to become an expert at crafting and articulating a career narrative that will interest employers.

Of course, that’s sometimes easier said than done. The best way to start this process is to find out from others what differentiates you. Get outside your own head. Ask a few coworkers what they think you’re good at. Ask some former colleagues for a coffee and get their opinion, too. Then use this information as the basis of your story–it’s more likely to be both compelling and truthful. But if you’re still stuck, consider hiring a recruiter or career coach to help you position yourself. They can often see your strengths in a light you can’t.

Related: These Methods Can Help You Finally Organize Your Job Search

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What Skill Sets do You have to be ‘Sharpened’ ?

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FEAR #2: YOUR RESUME WILL DISAPPEAR INTO A BLACK HOLE

Candidates like searching job sites because it’s easy to feel like they’re moving forward: You can sort by date posted and catch up on the latest openings that way. It’s after you apply to a listing, though, that the anxiety typically seeps in–with disappointment following in its wake when you don’t hear back.

The fact is that applying to openings on job sites does have value, but it’s only one part of a successful job search. If you only do that, you’re in for a long, demoralizing experience. Since many jobs are found by networking, one of the most productive ways to allay the fear that you’ll never hear back is by reconnecting with friends and work associates on social media. This might feel like a distraction from actually applying to jobs, but it isn’t.

Be just as specific and targeted in your outreach as you’d be about your fit for a role in a cover letter. Ask your network for referrals to people in similar roles to the ones you’re gunning for. Stick with it, and your path toward a new job will be speedier and shorter if you keep networking.

FEAR #3: TRYING TO CHANGE CAREERS MIGHT BE HOPELESS

After spending time in the job you have now, you may feel ready to move on but aren’t sure exactly how. Should you make a slight adjustment or a radical shift into a totally new industry? Try not to worry about how hard it might be to change careers dramatically. Your first step is to decide for sure what type of move you actually want, and to do that, ask yourself this simple question: Can you see yourself in your industry five years down the road?

Related: Changing Careers? Here’s Exactly What To Put On Your Resume

If the answer is a solid “yes,” stop entertaining thoughts about a dramatic career change–at least for right now. Focus your game plan on jumping to the next level at a better company in your industry. If the answer is “maybe,” that’s fine, too. You don’t have to know exactly what you want, but you still have to think just as strategically about your search: Take an inventory of what you like about your job and seek out positions–no matter the industry–where you can spend more time on the type of work you like. This approach will help you zero in on any “transferrable skills” that can help you make the leap into another field if it comes to that.

If you can’t see yourself in your current career path five years from now, it’s time to widen your lens even further. Consider going back to school or picking up some new training. These tips can help you handle the uncertainty plotting a new course.

FEAR #4: YOU’LL NEVER GET THE SALARY YOU WANT

Money is at the back of most folks’ heads even at the very start of a job search, and it can be a nagging source of concern. Your first step for dealing with it is to figure out what the market is paying for your current position, so you can use that as your base. (Yes, you’ll also want to determine market rates for the jobs you’re applying for, but that’s step two.) Check out the usual sites like PayScale and Glassdoor, and consult with a few recruiters in your field.

Related: How To Land Your Dream Job When You Feel “Overpriced” For It

Once you nail down a salary range for your current role–no matter what you’re actually earning right now–aim for any new offer to leave you with a 10–20% salary increase. Less than that just isn’t worth it unless the new job has really crucial benefits you desire. When it comes time to negotiate your salary, aim for the higher end of your target. This way you can make sure changing jobs is financially worthwhile.

But in the meantime, try not to worry too much about compensation. Once an employer has decided they want you enough to extend an offer, you’ll have more leverage than you did as an applicant.

 

 

FastCompany.com |March 20, 2018 |  BY DON RASKIN 4 MINUTE READ

 

#Leadership : Why My Company Started Helping Our Best Employees Quit…This Company Sits Down with Every Employee who’s Stayed for Three Years to Plan their Career Options—within the Firm and Without.

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 In a recent Wall Street Journal article, Superbosses author Sydney Finkelstein argues that some of the most successful leaders encourage their top-performing talent to leave. He also observes that some of the most transformative executives have the shortest tenures at the companies they reshape.
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The reason, Finkelstein says, is simple: It’s difficult to acquire and hold onto outsize talent, but far better to house it within your organization for a short time than not at all. Rather than fight turnover, companies may do better to embrace it—and instead focus on improving the quality of the people who cycle through its doors, as opposed to reducing the quantity of those who do.

THE CASE FOR BUILDING AN EXIT DOOR AND OPENING IT WIDE

This a concept my own company is taking to heart. After all, more money and bigger titles can only go so far, particularly for talented employees who aren’t primarily motivated by extrinsic incentives like those. Sometimes the next level up simply doesn’t match an employee’s aspirations, skills, or career timetable.

So the best thing for an employer to do is to help them find another great opportunity, instead of pouring time and resources into trying (and failing) to get them to stay. The companies that succeed will build reputations for launching leaders’ careers, which can help them attract the next wave of promising talent.

 

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That’s the theory, anyway, that recently led us to formalize the exit route as a key part of our staffing plan. The way it works is this: Throughout their tenures, we ask our employees to consider (and reconsider) their desired career goals for the next five to 10 years. We discuss possible paths to help them achieve those goals, and the skills and experiences they’ll need to acquire along the way.

Because we hire many younger professionals with limited work experience, we often have to invest heavily in developing their skills and expertise. Generally speaking, we hope that all high performers will stay with us for at least three years, both so our investment will pay off and so they’ll have time to thoughtfully consider what they want next in their careers. After that period, though, we work with them on advancement opportunities—inside the company and out.

To do that, we work with our employees to define three potential paths: two within the firm and one beyond it. If they choose the exit route, we make introductions to potential employers, serve as references, write LinkedIn recommendations, and even coach employees through the search process. Sure, these are resources we could be putting into retention efforts instead, but the preliminary results suggest we’re doing the right thing.

WHAT COMPANIES GAIN BY HELPING EMPLOYEES MOVE ON

Here are a few of the benefits we’ve already begun to see.

Increased employee engagement and retention. Being able to openly discuss career routes is a great relief for many employees, and this openness contributes to a supportive, transparent culture. The program also encourages managers to think more like career coaches than micromanagers preoccupied by short-term needs. Managers learn how to engage with team members in thoughtful, authentic ways, building trust and loyalty and improving overall employee engagement.

And since managers actually understand their employees’ career objectives, we’re better equipped to assign meatier projects—even if they’re not directly tied to employees’ roles—to help them build their desired skills. This can help increase the odds that our most talented employees stick around longer, because they feel valued and see tangible advantages to doing so.

More predictable succession planning and smoother transitions. When exit paths are discussed forthrightly, managers can gain more time to plan employees’ departures. There’s plenty of runway to document all their projects and processes. There’s also more time to think carefully about contact changes for customers and partners, making the handover smoother and more thoughtfully carried out.

Outgoing employees benefit as well, getting to leave the company on a high note, feeling celebrated, appreciated, and grateful to the company for helping them land their next big role. Nobody’s blindsided or left feeling bitter.

Employer branding and recruiting benefits. In the age of Glassdoor, Yelp, and Quora, it’s more important than ever that employees leave feeling like their time with an employer was well spent. Companies that have built reputations not just for hiring well but for supporting talented people can get a major recruiting boost. Former employees are potentially some of your most powerful assets—people you can leverage for referrals or even consider rehiring later in their careers.

It’s far from intuitive for most companies to invest heavily in recruiting and professional development, only to actively facilitate employees’ departures. But after years of thoughtfully considering our employees’ needs as well as our own, we’ve come to the conclusion that sometimes the best path forward is out.

 

FastCompany.com |  MATHIDLE PRIBULA |  10.25.16 5:00 AM

#Leadership : Top CHROs Discuss Culture In A Digital World…It’s Important to Begin Planning Today for the Use of Cognitive Computing in Enhancing Workforce Productivity, Reducing Business Risk & Increasing Competitive Advantage.

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Steve Jobs once said, “Simple is harder than complex.” Human resources embodies that mantra where the complexities of behind the curtain data and analytics can yield the simplistic beauty of a great culture.

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To explore how top companies build winning cultures in a fast-changing digital world, on February 23, 2016 I spoke with these CHROs of industry leaders:

  • Victoria Berger-Gross, CHRO, Tiffany & Co.
  • Matthew Owenby, CHRO, Aflac
  • Larry Pernosky, CHRO, Amedisys
  1. What is the one data point you look to first?

Larry Pernosky, Amedisys:  “Engagement because as our engagement barometer moves up or down, so will the culture and attrition.”

Victoria Berger-Gross, Tiffany & Co:  “Employee turnover — because even though it’s a lagging not leading indicator, it’s an objective sign of what’s going on in satisfaction, engagement, and the strength of your employee value proposition against the external marketplace.”

Matthew Owenby, Aflac: “We focus on engagement as a leading indicator of many potential issues, from which we gauge the level of trust employees have in leadership which is the foundation for creating the best employment experience possible.”

 

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  1. What’s the relationship between data and culture?

Victoria Berger-Gross, Tiffany & Co.:  “Over time you develop culture with qualitative hand-selection of people, close relationships, and understanding what values you can and can’t adapt in people once they’re hired.  We use employee survey measurement, qualitative focus groups, and other data gathering to recognize our constraints and drive new offerings to encourage people to engage and grow with Tiffany.”

Matthew Owenby, Aflac:  “Data is particularly important from a hiring standpoint. We are careful to hire people who embody our strong, individualized culture. It’s not enough to have a technical competency, you’ve got to be a person that’s going to connect well with our culture. Data and analytics don’t build your culture– the culture is built on values. That’s what’s worked for us for over 60 years.  From a value perspective, communication is key–regularly, immediately, and with transparency. Access to LinkedIn, Facebook and Twitter makes it easier to gauge what types of communicators you may hiring”.

Larry Pernosky, Amedisys: “We sit on a plethora of data. In redefining our culture, we needed to redefine how we use our human capital data overlaying with business outcomes.  You then view your business outcome differently, incorporating engagement data to form a strategy that truly motivates and inspires employees to grow personally and professionally. That ties back to the success of the company.”

  1. How will mobile technologies and the Internet of Things affect the future of HR?

Matthew Owenby, Aflac:  “A practical view of mobile technologies and the future of HR is that more Millennials represent today’s workforce and shape the expectation around, ‘I want the ability to sign up for healthcare via my Smartphone.’ And more senior leaders increasingly want to access information real time. We’re using more of a push rather than pull strategy, meaning we are deliberately pushing content, doing more things mobile, from an access to information perspective.  Even our internal app which says, here’s what you need to be talking to your people about today and here’s how to incorporate diversity and inclusion in regular touch bases with your teammates”.

Victoria Berger-Gross, Tiffany & Co: “We are continuing to add more mobile technologies in retail, distribution and manufacturing (we are unusually vertically integrated). This connectivity supports absolute alignment between these groups.  At retail, repeat and long-term customer relationships are key to our mindset of customer service. Our retail staff are consummate and credentialed professionals – many are gemologists – and we use technology for on-going training.  We also use broad consumer analytics to understand the behavioral shopping preferences of different consumer groups, which affects how we select and train sales staff.”

Larry Pernosky, Amedisys: “Tele-medicine, tele-monitoring are becoming increasingly important to acute or even critical acute care. Partnerships across technology streams help us procure the best technology possible. A number one priority is work/life balance, and more often for Millennials. Incorporating fitness, health and well-being strategies, such as personalized data feeds from a Fitbit, builds a caring culture where employees say, “I’ve got an organization who cares, and even provides technology to help me manage my life.”

  1. How do you see the role of HR changing five years from now?

Victoria Berger-Gross, Tiffany & Co.:  “For the most part, whatever the size, companies are led by the same number of 10 to 15 people at the top. Data allows us to further scale and be more data driven, especially in the groups with high staff numbers, about scheduling and employee decisions in general. Utilizing people in different locations, not necessarily tied to particular customers in a particular location. Updated, faster customer databases– while balancing essential privacy issue.”

Matthew Owenby, Aflac:  “Accessing information in more real-time, user-friendly methods and doing basic and even complex HR transactions via your mobile device, from any location. Increased productivity and efficiency, whereby you no longer require someone to be in an office to perform a transaction.”

Larry Pernosky, Amedisys: “We will have dynamic workforce planning and forecasting capabilities. Companies will make predictive forecasting and analytic decisions versus today’s practice whereby somebody leaves and you replace them. That will change the game, business outcomes, and even capital analytics.

The future of human resources was summed up by Susan Steele, Executive Partner, Talent and Engagement at IBM. “It’s clear that the HR function, along with the entire enterprise, is increasingly becoming more digitally-oriented, data driven and cognitively-enabled. While this trend creates opportunity for tech-savvy HR leaders it can lead to new risks and challenges for those HR executives who are unprepared. I would therefore encourage all Chief HR Officers to begin planning today for the use of cognitive computing in enhancing workforce productivity, reducing business risk and increasing competitive advantage.”

 

Forbes.com | March 21, 2016 | Robert Reiss

 

#Leadership : Why #Millennials Don’t Want To Work For You(& your Company)….Millennials will Represent 40% of the Total #Workforce by 2020. Like It or Not, They are Critical to the #Success & Sustainability of your #Business . If they Don’t Want to #Work for You, your #Organization will Die.

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If you want to attract and retain the best talent, you need to face reality and start thinking radically different. Don’t address the issue by trying to design more interesting jobs. Millennials don’t want jobs. They want lives.

Free- Man with Two Fingers

Instead of focusing on milking whatever you can out of the younger generation workforce before they move on in 1.5 to 3 years, you need to stop and listen. Organizations themselves are causing these low tenure stats, not Gen Y and Z.

Younger generation workers are not shy about telling you what they want. Their way of looking at the world and life is often misunderstood by later generation managers. They don’t buy into the concept of sitting at a cluttered desk ten hours a day trying to look busy for a boss. They see a bigger picture, leveraged by technology. This means the ability to add meaningful value from anywhere at anytime.

Despite what you think you can get out of this new talent pool in the short run, it is overshadowed by the benefits of a long tenured relationship. In all cases, a revolving door of good talent is expensive and disruptive to your business and customers.

Here are four ways you can attract and retain the best of Gen Y and Z and redirect low tenure trends.

1. Create An Entrepreneurial Culture

72% of Millennials would like to be their own boss. Being your own boss usually means you can work when, where and how you like as long as you are delivering results. It offers freedom, flexibility and eliminates the need for conversations around the dead notion of work/life balance. With current technology, work and life today are fungible – they look the same. Being your own boss is a lifestyle, not a job.

One of LinkedIn’s core values is “Act like an owner.” The statement is more than words to them. They built their culture around this tenet which mirrors the life of an entrepreneur: unlimited vacation in line with business needs, “inDays” one Friday a month where employees can work on personal projects, $5,000 a year for professional education, a platform called “Incubator” allowing employees to pitch ideas to executives, an opportunity to compete for up to a $10,000 donation to an employee’s favorite charity or to start their own, and personal grants to allow opportunities to be involved in independent charity work.

I recently had lunch with a friend of mine who works at LinkedIn’s Mountain View, CA headquarters. We ate at their on-site café. It reminded me of an expensive Las Vegas buffet I had paid for a week earlier. Here employees take what they want and eat for free. They don’t even need to checkout with someone before heading to their table. But it gets better. They also allow family and friends to visit employees for meals and eat for free, too. I was told that on Friday mornings employees have their parents, grandparents, children, and friends eating breakfast with them. LinkedIn does not track who eats the meals. It trusts its employees to enjoy the benefit as part of work-life integration, not balance.

If you embrace Gen Y and Z’s entrepreneurial spirit and build a culture to support, rather than crush it, they will not need to leave your company to fulfill this desire. In any case, results are all that really matter. If you are focusing on anything else, you have it wrong. Plus, in many cases outside pursuits enhances an employee’s ability to do their job and positively promotes the organizational brand to the younger generations desiring such flexibility. Arizona based software company InfusionSoft actively encourages employees to have side businesses to strengthen their ability to better serve the organization’s customers. From a customer perspective, it works.

Giving your employees the flexibility and freedom – where possible – to be their own boss with a focus exclusively on results, produces greater employee engagement, loyalty and ultimately better business results.

Don’t offer flexibility under a false pretense though. If you say it is okay to work from home, don’t make employees feel guilty for using the benefit. If you ask employees to forward you annual personal objectives along with business ones, read, acknowledge, address and support both. False and insincere organizational practices propagate the low tenure stats attributed to Gen Y and Z.

 

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2. Think Like A Trauma Ward

Over my career I’ve had the chance to work in many diverse industries, including 11 years in the medical industry. When I think of effective teams and the concept of true collaboration for a common purpose, there is no better example than a medical trauma ward. On such a team, competition, silos and politics are dangerous. Everyone must be unified and focused on a single outcome to achieve success. It is a matter of life or death.

88% of Millennials prefer to collaborate versus compete with others. This goes against the grain of many traditional organizations whose employees and departments spend more time competing internally against themselves versus their outside competition. Gen Y and Z don’t want to work in such an environment.

The new workforce is interested in working together to make the world a better place. An organization that truly embraces and lives a “one team” mentality will attract and retain the best of Gen Y and Z.

3. Facilitate Life Success

A critical step towards continuous organizational improvement and attracting/retaining the best of the younger generation workforce is the recognition that people’s lives matter on a whole. Gen Y and Z get this and demands it of their employers.

“Help people succeed in life” has been my motto since I started working in human resources 16 years ago. This means sincerely caring about the success of people beyond the job they are doing for you – 360 degrees – their job, career, personal interests, health, happiness, family and friends. When I was asked to launch an employee engagement initiative at Tesla Motors this year, it was with this goal in mind. Tesla360 – built on my Engagement360 platform – was aimed at enhancing the level of organizational care toward Tesla’s employees in order to facilitate success at work and at home. Such care has been proven to drive high employee engagement and business results.

Organizations are not special, but the way they care about the success of their people is. While Tesla is in the early stages of this transition, it understands the importance of creating a successful life for its people to maximize their engagement, retention, business results and ultimately their ability to change the world.

Supporting the life success of your employees requires leaders and managers who are strong coaches and mentors. They should focus on both short- and long-term career and personal objectives. 79% of Millennials say this is important to them.

4. Communicate How You Are Changing The World

I was recently honored to be the keynote speaker at AAPEX 2015, the world’s largest auto care industry event in the world, held in Las Vegas. It attracted around 150,000 people. At this event the industry spent a good amount of time talking about how auto care affects the lives of people around the world and keeps humanity moving.

Without this nearly $500 billion industry, many could not get safely to work and back home each day, drop off and pick up their children from school, enjoy family vacations or transport loved ones to deliver babies or to doctors to keep them healthy. This same industry also aids policemen and firemen in protecting communities. It helps gardeners and sanitation workers keep cities clean and maintained, and also ensures essential vehicles build roads, buildings and homes.

In order to attract and retain top talent from Gen Y and Z to career opportunities, it is imperative that you and they know how the required work is having a positive impact on the world. This understanding and alignment is what will excite the next-generation workforce and where the true magic happens when it comes to engaging people, fulfilling organizational purpose, and driving business results.

Most businesses are not established to make money. They are started for a higher reason. If you begin right, the money follows. Imagine if the visionary Walt Disney had stood in front of a group of potential supporters and said, “I want to build a theme park centered around an animated mouse to make money.”

Know your industry and organization’s purpose. Know how you make the world a better place. If you can’t connect the dots, Gen Y and Z will look elsewhere. 64% of Millennials say it’s a priority for them. GE’s current career opportunitycommercials proclaiming, “Get yourself a world-changing job” makes this clear.

To gain further clarity on your organizational purpose, ask and answer:

  • How does my organization positively affect the lives of others?
  • Why was my organization started in the first place?

One of my favorite quotes is, “If you love what you do, you never work a day in your life.” The next generation workforce is not interested in work. They are not lazy. They don’t think the world owes them a living. They want more out of life and want to leave the world a better place because they lived. If skilled and trained leaders and managers effectively communicate and align organizational and employee purpose, focus on outcomes not office hours, sincerely care about the life success of their people, plus pull employees together through shared purpose, then organizations will experience greater employee and customer engagement, less short-tenured turnover, and greater business success.

If you let Gen Y and Z be who they are – what makes them great – and build a culture to support them, your talent pipeline will be plentiful and your retention high.

For more information about me and my new book How to Find a Job, Career and Life You Love and companion recording, Surrender to Your Purpose go toLouisEfron.com, Amazon.com and iTunes.

 

Forbes.com | December 13, 2015  | Louis Efron