You Need New Tactics and Weapons In The Fast-Changing Battle For Talent

Posted on July 25, 2011

Despite the plentiful supply of people looking for jobs, it’s still hard to find good people.  And the old ways of finding them aren’t working very well.  Of course, if you’ve been trying to staff high level positions, sales or technical/specialist jobs, you already know that.  So allow me to share some ‘insider’ knowledge with you.     

With unemployment hanging at 9.2% as of July 25, 2011, it would seem that there are plenty of good people available to fill the scarce high-paying jobs at companies that are hiring.  But that’s just not the case.  A recent survey by the research firm McKinsey Global Institute confirms this.     

In a recent FORTUNE article ‘One in five American men don’t work: Where’s the outrage?’, Nina Easton details how a whopping 20% (!) of American men are currently out of work, which is leading to a worsening talent shortage for American employers.   When someone is out of work, their skills become quickly outdated, and they find it very difficult to stay current with the demands of the marketplace.  At the same time, employers want people who have current skills; they want the ‘hot’ talent – which makes it even more difficult for unemployed people to find jobs.  This is terrible news for both workers and employers. 

The article states that “while we all know there is a job shortage, employers are increasingly talking about a ‘talent shortage’ — they can’t find qualified workers even for the jobs that are available.”  Susan Lund, research director for the McKinsey Global Institute says, “We found that 30% of companies surveyed had openings for six months or longer, and can’t find the right person.” 

For example, Google, one of America’s hottest places to work, has anywhere from 1,500 to 2,500 jobs open at any given time that take months and months to fill!  Employers please note: your company is competing against companies like Google for talent. 

But look at all the people who are out of work and looking for jobs, you say!  As the old saying goes: water, water everywhere – but not a drop to drink.  Ironic, isn’t it?  But maybe not. 

Lots of people need jobs, but smart employers are now hiring more carefully - ‘cherry-picking’ - their employees.  They’ll only hire those employees who are proven commodities; who will perform the job to their expectations (which are now higher than ever); and who will stay engaged and stick with the organization.  That’s really not too much to expect from an employer’s perspective, is it?  But is this the hiring strategy at your organization?  If not, why not?    

If you are an employer in a competitive marketplace, this news may be even worse for you if you’re not paying attention to keeping your current top performers engaged.  The article states, “With slack demand, companies can afford to be pickier about who they hire — and commonly steal away already-employed workers rather than dip into a riskier pool of people who have been out of work for months or years. 

Yep, when your competitors need talent, they know right where the best source is: they’re coming to get your company’s best people!  Read my recent blog “You Don’t Miss Your Water ‘Til The Well Runs Dry” for a perspective about this. 

The truth is that in this fast-changing and very competitive marketplace, great talent is available if you know where and how to find it.  Great people are just harder to find, and you have to look for them differently, in different places, in different ways.  The chances are good that they’re not even looking for a job because they’re currently employed in a job where they’re a top performer. 

So, there’s good news and bad news.

First, the bad news.  In the future, the old attitudes, methods and tools just won’t work anymore.  If your organization doesn’t adapt to this battle for talent, the great people you need for your critical job openings will soon be working for one of your competitors, or in a job in a hot new industry where their skills and talents apply, where they can grow and develop in their challenging, better-paying, cool new careers.   And be prepared to say ‘bye-bye’ to some of your best people.  You’re really going to miss them.  And if current trends apply, it will be harder than ever to replace them when they’re gone.

The good news?  You can compete and win in this battle for talent.  But you’ll have to do things you’ve never done before.  You’ll have to learn new technology and discard some obsolete practices.  You’ll have to use new tools and resources you’ve never used before.  You’ll have to adapt, take some risks and change the methods you’ve used in the past.  Do these things, and you’ll surf on the tsunami, rather than getting rolled under.   

In the medical field, X-Rays were considered state of the art – until Cat-Scans and MRI’s were available.  And with this new-fangled technology (that some people thought was too costly and complicated), doctors have been able to cure diseases and help patients more effectively with more problems than ever before.  And now, when you or a family member are injured or hurting, would you rather be in a hospital with an old x-ray, or one with state of the art medical imaging technology like cat-scan and MRI?

The new assessment technology from world leader Profiles International works like that.  And as a LinkedIn Recruiter, I can help you find and hire the great talent before your competitors know what hit ‘em. 

One last point.  Great talent looks for an organization that ‘gets it.’  These people aren’t motivated to go to work for another ‘same old company.’  But if your organization ‘gets it’, word spreads fast in the community of top performers where passive recruiting is often the only way to reach them.  It draws top people like moths to a flame, like iron to a magnet.       

Think of On Purpose as your secret weapon in this battle for talent.  And give me a call for a free, confidential consultation.   

0 Comments - Posted in Brand + People, Employment, engagement, Hiriing, Human Resources, Sales Recruiting, Talent Tagged with: , , , , , , ,

Why Your People ARE Your Brand

Posted on July 19, 2011

A lot of companies are spending big money to ‘leverage’ their brands.  Big-name advertising firms charge their clients big bucks to create an image and spread it everywhere, in order to make it pervasive in the minds of consumers. 

It’s been said that perception is reality.  And that, my friends, is especially true when it comes to companies and brands.

So for a moment, think of two companies.  One is Company A, that you LOVE, perhaps your favorite restaurant or retailer.  The other, Company B, is a place that you remember for the terrible customer service you received, or the negative experience you had when you tried to purchase something or use their product or service – unsuccessfully.

Company A treats you like a special friend, appreciates and pays attention to you, tends to your needs, cares about your personal preferences – and has people who are nice to deal with, who serve you professionally, who smile and say ‘thanks.’   They go the extra mile without being asked.  This company’s employees deliver the service or product for you in a way that reflects the fact that they actually enjoy their job and are good at doing it.  They like people and they enjoy serving you, their customer.  If something is not right, they want to make it right for you, not grudgingly, but out of concern for you and because it’s just the right thing to do.  When you think of company A, you get a warm, friendly feeling.  You’ve probably told someone about them, right?

The other place, Company B…well, that’s a different story.  You visited them or purchased their product or service because they had perfectly good products and services, or you wouldn’t have gone there, right?  But then things went a little haywire.  The product you purchased failed or didn’t meet your expectations, the food was cold or tasteless, the service was slow (or non-existent), and you raised your hand to tell them that you weren’t happy.  And this is where the difference between company A and company B starts to become really clear. 

For company A, this was just an opportunity to make you happy again.  They routinely handle it well when you’re not happy.  They just fix things so that you’re happy.  ‘We’re very sorry this happened, and we hope this will take care of the problem.  Let us know if we can do anything else for you, OK?  We appreciate your business!’   Problems have happened but they take care of it and you still love them.

With company B, your problem wasn’t solved, the return or complaint wasn’t handled well.  No one paid attention or cared.  The person (or series of persons) you had to deal with on the way to getting so frustrated that you will NEVER work with them again all had something in common:  a lack of care for YOU and bad attitudes.  

What the people at Company B cared about was company policy, or getting off at the end of their shift, or just hanging on to their job to earn a paycheck until they could get another job somewhere else.  ‘Sorry, but our policy doesn’t allow for refunds or returns after X days…we don’t allow substitutions on daily specials…management won’t allow us to make exceptions…this is not my responsibility/I can’t help you, etc.’   You gave them an opportunity to make things right, but they blew it.  You’ve probably told someone about them, too, right?  And you’ll NEVER return as a customer. 

Organizations like Company B usually have two employee problems: absentee-ism and presentee-ism.  Absentee-ism is where people who you’d like to come to work don’t.   Presentee-ism is where people who shouldn’t show up for work do.   Company B is plagued by presentee-ism, from top to bottom.   Their corporate mantra: ‘The firings will continue until attitudes improve.’  

Each of these company’s policies and attitudes have consequences and an impact on their bottom lines. 

Company B hires ‘human resources.’  To their leadership, people are similar to machinery, with useful lives, but somewhat ‘disposable’ if things don’t work out.  High turnover, conflicts, poor attitudes, communication problems and low employee retention are considered normal, part of doing business.  In these economic times or in a competitive marketplace, Company B is struggling to just keep its head above water, to stem the losses. 

Company A is different.  It hires, develops and retains great people who love what they do, excel in their roles, stay engaged and stick with it for the long run.  To them, people are their greatest asset.   They know what makes their people tick, why their best people perform well, and how to hire more just like them.   When someone does leave, another great person is trained to take their place.  Leaders are leading, workers are working, teams are producing results, customers are happy.  It’s a fairly pretty picture, all in all.

The result for both companies is that, despite any amount of money spent on image, websites, pretty pictures and compelling copy in ads, their people created the lasting impression in your mind.  The employees of both companies created an image in the mind of their customer that is permanent and unshakeable.   You love one and hate the other.

If you aren’t paying attention to this, it’s only a matter of time until the reputation of your company which is being created by your people every time they interact with a customer, vendor, partner, stakeholder (and even fellow employees), the REAL point of brand delivery, catches up with you.  And no amount of money spent on advertising, marketing or ‘brand strategy’ will reverse it.  Think not?  Go back, re-read this blog and use yourself as the example of ‘everyman.’   Do you still do business with your Company B?   

People ARE YOUR BRAND.  Company leaders who internalize this truth and act upon it will dominate their markets, regardless of economic or competitive marketplace conditions.  Need help?  Call me for a free consultation.

0 Comments - Posted in Assessments, Brand + People, engagement, Hiriing, Leadership, Turnover

Why College May Not Be Right For YOU

Posted on July 7, 2011

In his recent blog ‘The College Scam’, consumer advocate John Stossel exposes the myth that a college education is an automatic pathway to fame, fortune and a terrific career for all who can get that all-important degree.  http://www.foxnews.com/opinion/2011/07/06/college-scam/?test=faces

At least that’s what the college counselors will tell you.  But it just ain’t so.  (Woops, that’s the ’college drop-out, but successful in business’ part of me coming out).  Just kidding.

But seriously, parents and students spend tens and hundreds of thousands of dollars on college education.  And it often results in…not much.  The stats say that only 50% of those who earn college degrees are in a career related to their college major 5 years after graduation.  Huh?  So, remind me.  What exactly was the value of that expensive college education?  They have a degree, a massive college loan to re-pay and a job that they probably don’t like that much.

For some, pursuing a career is the best way.  For some, pursuing a college degree is the best way.  But the myth that a college degree is a sure-fire path to success and satisfaction in life just doesn’t hold water.   Don’t be taken in by the scam.  But don’t take my word for it, either.  Read what Stossel has to say.   

 

 

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You Don’t Miss Your Water ‘Til The Well Runs Dry

Posted on June 28, 2011

If you’re a business owner or manager, this blog may cause you to lose some sleep tonight. 

In the last cycle of workforce reductions, only half of those who left companies were ‘underperformers.’  The other half were top performers who knew something was coming and left for better conditions or better jobs before the ax fell.  They’ve been successful elsewhere, have started their own companies and are probably still performing well for the same reasons they performed well at your organization.  And they aren’t coming back. 

Now the ‘survivors’ – your current top performers who have stuck with you during the tough times - are feeling over-worked, stressed out, underpaid and under-appreciated.  They’ve  carried extra loads, managed around barriers, skimped on expenses, produced more with less, begged for budgets and worked the hours that were required.  And they will be the first to go – when your competitors are hiring.  

Here’s the reality: many of your current top performers and key employees are just waiting for the right opportunity.  But there’s no ‘rule book’ that says they have to go somewhere else for opportunities, is there?     

A college football coach who won a national championship once shared his secret to success with me.  The simple formula: knowing his players personally, along with frequent 1-on-1 communication and lots of positive feedback.  He shared this little poem to illustrate his point:  ‘Do you love me, or do you not?  I know you told me, but I forgot.’ 

Whether the economy is booming or crashing, great people are hard to find.   Top talent always comes at a premium.  Your people are your most valuable asset in any competitive marketplace.  

Are your best people engaged and committed?  How do you know?  And what are you doing – NOW – to plan for their replacement if (or more likely, when) a few of them do leave for ‘greener pastures?’  After all, an ambitious, smart competitor can grab market share and hurt you – all at the same time – by poaching your top employees.  And when they do, they take your intellectual property, proprietary processes, specialized experience, customers and contacts, other key employees and a lot of other things that are difficult if not impossible for you to replace quickly.

Do I have your attention now?  Are you aware of the situation described above, but unsure about what to do?  There’s a better way.

By getting to know your employees, what motivates them and ‘makes them tick;’ by placing them in the right jobs based on their abilities, personalities and interests; by providing them with opportunities for growth and development; by compensating and recognizing your top performers for top performance; by truly understanding them and coaching them in ways that are meaningful, helpful and positive for them – you’ll keep your best people engaged and motivated. 

A wise man once said that the best time to replace the roof is when the sun is shining.  Look at your employee engagement levels.  Learn about your employees so that you won’t have to miss them when they go.  Create an employee development program to develop ‘bench strength’ for succession planning in all key positions.   

Here’s the happy ending: it’s far easier – and less costly – to keep your top performers stable, happy, committed and working at your company for the long run than it is to ‘crisis hire with your hair on fire’ while trying to control turnover costs in a competitive talent market. 

If you need some help, give me a call.  And let’s talk before the well runs dry.

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Is A College Degree Over-Rated As A Job Qualification?

Posted on May 27, 2011

For those of you who value higher education, today’s blog will border on heresy or apostasy.  As a college educated business owner, hiring manager or HR professional, it may go against everything you believe and have been taught in your educational past.  But empirical data suggests that it is true.

A college education may not be an important pre-requisite for success in many careers.  In fact, it may be irrelevant to success in many careers. 

“But college makes us ‘well-rounded’ and prepares us to be successful in a chosen career!,” you say.  Really? 

If that’s true, why do so many college graduates want to change careers?  According to a recent PARADE.com poll, only 39% of people would choose the same career if they could do it all over again.  And why do so many college students change majors during their college years?  Why do so many college students fail to earn their degrees?

For many people, college will create a huge debt and much discouragement, but not much more.  For many others, it is simply not an appropriate choice.  (A lot of entrepreneurs and happy employees will tell you that, by the way).             

In March 2011, The Atlantic printed an essay – http://www.theatlantic.com/magazine/archive/2008/06/in-the-basement-of-the-ivory-tower/6810/ - that stated college is perilously oversold, and demanding large amounts of money from often immature students is unjust.  Written by “Professor X”, the essay titled “In the Basement of the Ivory Tower” actually was written by an anonymous professor of English at two Northeast U.S. colleges that are on scenic parcels of land.

“Beneath the surface of this serene and scholarly mise-en-scène roil waters of frustration and bad feeling, for these colleges teem with students who are in over their heads,” the essay states.

The writer states a tipping point, or “the bursting of our collective bubble,” typically arrives within weeks of when the semester begins, when students write and professor grades.

“Despite my enthusiasm, despite their thoughtful nods of agreement and what I have interpreted as moments of clarity, it turns out that in many cases it has all come to naught,” the essay states. “Remarkably few of my students can do well in these classes. Students routinely fail; some fail multiple times, and some will never pass, because they cannot write a coherent sentence.”

Need more evidence?  A recent Rutgers University study that only about one-fourth of U.S. adults are graduates of four-year colleges.   http://news.yahoo.com/s/ap/20110518/ap_on_re_us/us_college_grads_poll_3  The median starting salary for those who graduated between 2006 and 2008 was $30,000. For the 2009 and 2010 grads, it dipped to $27,000. And women graduates continued to make less than men.  Nearly half the graduates say they’re working at jobs that don’t require a college education. And many of those who left those first jobs didn’t find a better situation.  Seven in 10 said their educational background had some relationship to their first job. But for those who are now working elsewhere, only about 6 in 10 say their work is in the field they studied.

So, if a college education is NOT important, what IS important?  Job-Fit. 

This means having a job description for every position, and putting each person in your organization in the job that is right for them.  And in order to do that, you’ll need to use different tools and think in different ways than you have in the past.  In order to determine job-fit, you need to look at the candidate’s match with the thinking style (like language and math problem-solving abilities); behavior and personality traits; and occupational interests. 

The Profile XT assessment is an excellent tool for determining job-fit in potential employees.  My website is full of information about this assessment and many others. 

Don’t get me wrong here.  Some jobs require a college degree.  I wouldn’t see a doctor, dentist, lawyer or accountant who didn’t have a degree from a reputable institution of higher learning, in addition to a lot of other specialized training and professional certifications.  But a liberal arts, psychology, sociology or art history degree is not required to work in retail, or to sell things, or to perform many other jobs that provide a good living, self-respect and job satisfaction for a lifetime.

If you’re an employer who has been placing a high value on college degrees without looking at job-fit, I encourage you to try a different and better way.  This may just be the solution to your high turnover problem, or the way to creating a highly engaged workforce.        

Alas, many stuck in the dominant paradigm will resist this factual presentation, and will not even bother to read the linked articles above which present the very real and compelling supporting evidence.  You’re getting what you’re getting because you’re doing what you’re doing.  Status quo reigns eternal. 

But for those who want to try something different?  Contact me.  I can help. 

 

0 Comments - Posted in Employment, Hiriing, Human Resources Tagged with: ,

Cost-Per-Hire Rises 57 Percent in 2010

Posted on May 24, 2011

The average cost of recruiting a new college graduate for a full-time position rose dramatically from 2009 to 2010, according to results of NACE’s 2010 Recruiting Benchmarks Survey.  

The average cost-per-hire for a Class of 2010 new hire was $8,947—up approximately 57 percent from $5,708 in 2009.   The difference in number of hires from 2009 to 2010 accounts for much of that increase, according to Ed Koc, NACE director of research. 

So, here’s my question – and a sidenote.  If you spend all that money just hiring these brilliant, energetic young people who are ready to conquer the world - what will you do to keep them engaged and committed to your company’s vision, mission and goals so that you can recover that investment?  If they lose interest and leave, turnover costs can wreak havoc on your bottom line.  Check out ‘The Powerful Act of Coaching Employees’ Whitepaper on my website for some suggestions. 

Another interesting insight from this study: while many firms invested heavily in social media as a means of recruiting college students, it was among the least effective of all methods employed for recruiting.  What worked best?  Good old-fashioned job fairs, with face to face contact, real people meeting real people.  The lesson here: when the world zigs, you should zag.  Like I’ve been telling you, people make all the difference.   

The National Association of Colleges and Employers’ 2010 Recruiting Benchmarks Survey was conducted June 15 through August 15, 2010; 268 employer members, or 31 percent, took part.

 

0 Comments - Posted in Employment, Hiriing Tagged with:

Three Common Bonehead Hiring Mistakes – And How to Avoid Them

Posted on May 14, 2011

Before becoming an assessment, organizational development and hiring professional, I owned and managed a few companies.  I hired a lot of people.  I hired some really good people who succeeded beyond my highest expectations.  But I made a few bonehead mistakes along the way.

Here, for your benefit, are three bonehead mistakes I’ve made (at great personal expense and discomfort), and suggestions for how  to avoid making them yourself.

BONEHEAD MISTAKE #1 : “This person is really smart and nice, so they’ll be able to do most any job in this organization.”

SUGGESTION:  NEVER assume that just because a person is smart and nice they can do a particular job.  That leaves you in the unfortunate position of having to find a job that fits a person, rather than having people in your organization who love their jobs and perform them well.  Think for a moment.  YOU are probably both smart and nice.  But have you ever been in a job that you hated, or for which you were unqualified or weren’t very good at performing?  Do you now have some smart, nice people at your company who are under-performing in their positions?

Instead, try looking at 1) a person’s ability to do the job; 2) a person’s track record of successfully doing jobs similar to the job; and 3) the person’s match with a specific job description.  Assessments are used to determine a candidate’s ‘job-fit’ to a particular position.   Hiring right every time is possible, and it is the solution to many problems in your company.

BONEHEAD MISTAKE #2:  “This person was a good salesperson, so I’ll promote them to MANAGE other salespeople.  They could sell so they’ll be a great sales manager, too!”

SUGGESTION:  Assuming that a competent person can move to another position that requires fundamentally different skills, disciplines, personality traits and abilities is a recipe for disaster.  For instance, being able to sell things to people is not the same as being able to perform the disciplines of management like information and communication management; financial analysis; and managing, coaching and disciplining people.  In simple terms, a ‘Golden Retriever’ who loves to make phone calls, be around people and sell things may have a hard time being a ‘German Shepherd’ who sits at a desk, analyzes sales reports, coaches salespeople and regularly creates reports for company management on department results.  And when your previously successful salesperson fails as a sales manager, wrecks the sales department and leaves your company – you’ve lost not one – but several people.  You, your company and your former customers have lost.  And the competitor who hires your salesperson has won – at your expense.

Instead, consider every job distinctly separate.  Hire the right person based upon what’s required for success in that job.  Rather than promoting people ‘up the ladder’ as a reward for succeeding in a position, why not try  offering your stars more compensation, challenge  or other creative rewards and opportunities that are appropriate for their talents, abilities and what they really love to do?

BONEHEAD MISTAKE #3:   “We hire lots of people, because  good people are hard to find.  The good ones rise to the top and succeed, and the bad ones fail and leave.  A little turnover keeps people on their toes and is good for a company.”

SUGGESTION:  As Dr. Phil says, “How’s that workin’ for ya?”  Turnover has both hard and soft costs.  Have you ever calculated your turnover costs?  The hard costs are: recruiting, hiring, salary and benefits, training,lost productivity and lost opportunity costs.  After making these hard dollar investments in a new employee, you should expect a healthy return in the form of a very productive employee.  But you’ll never recover those costs when a new employee ‘doesn’t work out.’  The soft costs are: low employee engagement levels, lost customer opportunities and a poor reputation in the community.   And don’t discount the fact that a company’s reputation spreads, whether good – or bad.  Social media can work both for and against an employer, especially among the young, high achiever crowd.

Here’s a better way.  If your company is THE place where great people work, where they’re in jobs that are right for them based on their talents and skills; where excellence is the standard; where they have a chance to develop both professionally and personally; where they feel engaged and appreciated; where people are recognized, compensated and rewarded for ‘above and beyond’ performance; and where the best people stay and contribute their best for a long time because they really want to, and believe in what the company stands for – then you’ll attract and keep the best and brightest.  If it’s not, well, you’re familiar with your current results.

You may be skeptical.  This may sound too difficult or expensive.  Or you still don’t believe that these three things are ‘bonehead mistakes.’  That’s OK.   A wise person once told me that there’s no experience quite like making your own mistakes, but learning from other people’s mistakes is far less expensive and painful.

Let’s end on a positive note.  If you’ve made one of these bonehead mistakes like I have, you’re not alone.  So, if you’re ready to try something different, please give us a call.  We understand, and we can help.

0 Comments - Posted in Employment, Hiriing, Human Resources Tagged with: , ,

I’ve had lots of Jobs

Posted on May 3, 2011

In this tough economy, there’s plenty of bad news – but this short article should lift your spirits and give you a chuckle about your career. Enjoy!

  1. My first job was working in an orange juice factory, but I got canned. Couldn’t concentrate.
  2. Then I worked in the woods as a lumberjack, but just couldn’t hack it, so they gave me the axe.
  3. After that, I tried being a tailor, but wasn’t suited for it — mainly because it was a sew-sew job.
  4. Next, I tried working in a muffler factory, but that was too exhausting.
  5. Then, tried being a chef – figured it would add a little spice to my life, but just didn’t have the thyme.
  6. Next, I attempted being a deli worker, but any way I sliced it… couldn’t cut the mustard.
  7. My best job was a musician, but eventually found I wasn’t noteworthy.
  8. I studied a long time to become a doctor, but didn’t have any patience.
  9. Next, was a job in a shoe factory. I tried hard but it just wasn’t a good fit.
  10. I became a professional fisherman, but discovered I couldn’t live on my net income.
  11. I managed to get a good job working for a pool maintenance company, but the work was just too draining.
  12. So then I got a job in a workout center, but they said I wasn’t fit for the job.
  13. After many years of trying to find steady work, I finally got a job as a historian – until I realized there was no future in it.
  14. My last job was working in Starbucks, but had to quit because it was the same old grind.

Does this sound a little like your career? Could you use a little help, specific direction – or a big change? The CALL Vocational and Life Purpose Guide can provide you with the specific information you need to make more informed decisions and wiser choices about your career, your education and your life. For only $99., your personalized CALL report will give you specific suggestions for your best matches with careers in 22 different industry categories. Your report also provides automatic links to the O*Net, the most extensive online jobs database available today, where you can do state-by-state research on jobs, professional associations, salary and wage data, job experience or educational requirements; and get resume help and other free resources. Why wait any longer? Get the information you need. Go to www.getonpurpose.com and get started NOW.

0 Comments - Posted in Employment Tagged with:

Can Your Organization Thrive in a Recession?

Posted on May 3, 2011

In a typical workplace, only 29 percent of employees are actively engaged in their jobs, while 71 percent are disengaged—either not engaged at all (54 percent) or are actively disengaged (17 percent), according to the most recent Gallup Management Journal’s Employee Engagement Index.

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Slide 2

Posted on April 21, 2011

Image for Slide 2

0 Comments - Posted in Featured


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