This means that job candidates are taking their job hunt to job search websites, which scour the internet for jobs based on the criteria the applicant dictates; much like how you do a search in Google. The traditional methods of posting job openings are quickly fading.

How a job opening is written becomes more critical than ever. Not only do you have a series of online job boards to post to, you need to make sure your content within the job posting relates to how people search. This is called SEO (Search Engine Optimization), meaning that you want to be the first thing that pops up with a candidate searches for a job. What your company might call a “Level 1 Programmer” would actually be searched as a “PHP Programmer”; or “Online Manager” is actually searched as “Web Development Manager”, as a few examples.

Is your company using the best terms to describe your job postings to attract the right candidate?

The book basically states two big truths:

1. Life has distracted us from what we really want to do with our lives
2. We already know / have a network of people who are capable of helping us achieve our real dreams

I wonder how many of us waste so much time in solitude and worry planning out different requirements that are placed on us? I know there have been countless projects I’ve had to do where I didn’t even know the first place to start. As the 11^th hour approaches, a friend will ask why I look like a wreck, so I explain my circumstance only to have them reply “Why didn’t you tell me?! I know just the person/thing/resource you need!”

A Mashable article points out that 36% of employees found their job through a referral from personal or professional contacts, the highest scoring category they measured.

That position you need to fill or that job you need might not come about from a stranger or new networking contact, but from the people you are in contact with every day.

Another issue that Mr. Beaudine points out is that we either don’t ask for people’s help, or don’t know how to articulate what we actually need. The ability to clearly define what you’re looking for in a candidate/job is critical. For employers, we have options for you. For everyone else, maybe just asking someone you know for a job could be the start of something great.

More about ‘The Power of Who’: http://www.powerofwho.com/

Have you read this book? What did you think of it?

By Ken Danderfer

Last month’s newsletter article contributed by Ira Wolfe talked to the advantage to be gained from the use of Applicant Tracking Systems (“APS”). His article got me thinking about how I used to go through the hiring process; whether using recruiters, job boards or newspaper ads compared to using the Prevue APS Pro system for a recent hire.

We recently had a vacancy open that gave me my first opportunity to use Prevue APS in a real hiring situation. I decided to document my experience using the APS Pro and compare it to how we used to go through the 7 step in the Prevue Hiring Process.

I’m sure most of you will relate to many, if not all of my past hiring experiences and appreciate the newfound ease I experienced using Prevue APS Pro.

The experience has been broken up into 3 parts. Each step of the hiring process will be looked at by comparing the old way I used to hire, with my experience using the APS Pro.

PART 1: CRAFTING THE POSITION

Tell us about your experiences trying to figure out how to best post a job opening.

Prevue has been a pioneer of both computer and online testing and scoring for almost 20 years. However, in today’s online world there is definitely no room for resting on one’s laurels. The speed of change in the development and delivery of job fit testing and all other aspects of HR management is breathtaking. Almost every day there is a new tool, a new competitor and new concepts being introduced to the world of HR management. The Prevue business strategy and product offering will therefore be evolving as follows to keep abreast of this fast changing landscape:

• Basic Business Direction: Prevue will move from its former focus on the development and sale of Prevue Assessments to delivering comprehensive HR management solutions or systems that include the valid and reliable Prevue Assessments as a cornerstone. The primary focus will be on the development of online tools and facilities for the Prevue Hiring System described below because that has historically been the largest market for Prevue Assessments. Attention will also be given to the development of facilities that support the other stages of the employment life cycle, namely coaching, career planning and succession planning through alliances with third parties who are focused on these aspects of HR management.

• Prevue Assessments System: Prevue Assessments and their use in the hiring process will continue to have top billing in the Prevue product offering. They are after all our major asset and our core competency. The ongoing development of Prevue Online and the Prevue Assessments System will continue to evolve both as a stand-alone offering as well as a component of other HR management solutions like the Prevue APS offerings and the Prevue Hiring System described below.

• Prevue APS: The first major step in implementing the new business strategy has been the introduction of applicant processing systems (“APS”) that are powered by Prevue. You’ve no doubt seen evidence of this initiative with the quiet introduction of the Prevue APS Pro product over the last 6 months. The reception of this product by clients has been very positive. Active promotion of APS Pro will commence in the fourth quarter of 2011 following completion of upgrades that have been prompted from experience in working with the beta version of this product. The longer range plan calls for adding the following additional APS to better service the following markets:
  • A simpler less sophisticated APS designed specifically for small businesses.
  • Integration with larger enterprise APS that are available through companies like Taleo and HR Smart for larger companies who are users of Prevue Assessments.
  • Industry specific APS offerings with customized facilities for recruiting, screening and selection.

• The Prevue Hiring System: The Prevue Hiring System is founded on the following seven step Prevue Hiring Process:
  1. Job Description/Job Analysis Development
  2. Candidate Sourcing (sometimes referred to as Job Posting or Recruiting)
  3. Applicant Screening
  4. Testing/Assessment
  5. Interviewing
  6. Evaluation (Background and Reference Checks)
  7. Selection Decision and Job Offer

The Prevue Assessments System and the Prevue APS offerings are the first major components of the Prevue Hiring System. The Hiring System will be developed in several successive versions with new tools and services being added to automate all seven steps in the Prevue Hiring Process. The first version has been initiated by the integration of Prevue Assessments into Prevue APS Pro to automate aspects of steps 2 through 4 of the Prevue Hiring Process. There are many online tools that will be added in future versions such as skills testing, background checks, reference checks, and interview systems, some of which will be developed by Prevue and others through alliances made with third parties.

• Job Description Builder: The next major component of the Prevue Hiring System that is now under development is the new Prevue Job Description Builder. Job Description Builder is an online job analysis facility for developing Job Descriptions and Prevue Job Benchmarks for any position. It will provide a tool for addressing the very important first step in the Prevue Hiring Process, a step that is often overlooked or poorly addressed by most employers. This product utilizes research that started in 2008 to map the scales of the Prevue Assessments to the O’NET Job Content Model developed by the US Department of Labor and will ultimately provide a Prevue Benchmark Library for the more than 1000 positions in the O’NET-SOC Job Taxonomy.

• Prevue Alliances: We recognize that many Prevue Users and Distributors use Prevue Assessments for aspects of HR Management beyond recruiting and selection. Coaching, training, career planning and succession planning applications are all markets for the use of Prevue Assessments, as well as providing extra value to those who use Prevue Assessments for screening and selection. We intend to expand the offerings in these areas primarily through alliances with parties who focus on aspects of HR management that are beyond our specific expertise in job fit assessments and the hiring process. Such alliances have already been successfully established to support the Prevue Assessment System and in designing and developing Prevue APS Pro.

Although we appreciate the new Prevue business strategy is ambitious we know it is manageable and assures a bright future for the Prevue product offering. The response from Prevue Users to the implementation of the plan that started with the introduction of Prevue APS Pro and the www.prevuehr.com website has been very encouraging. We will however need the support and participation of the worldwide community of Prevue Users and Distributors to make all this happen. We trust we will have your support and we look forward to receiving your feedback on the new components of each of the new Prevue HR systems as they are introduced.

Written by: Ken Danderfer, Prevue HR Systems Inc. August, 2011.

Confirming the Value of Assessments

• Aberdeen research into the use of talent assessments over the last four years has shown that assessments are an incredibly valuable tool in the hiring, development and future planning processes in an organization. Organizations using assessments saw on average 18% more of their organizational goals achieved and 15% more of their new hires achieving their first performance milestone on time. (Aberdeen)
• The data gathered demonstrates again and again that as powerful a tool as assessments are in improving hiring decisions, when combined with a process for ongoing assessments throughout the talent lifecycle, they become even more valuable. (Aberdeen)
• Despite a still-tepid hiring climate, spending on assessments rose about 20 % in the US last year to between 1.5 and $2 billion annually (Workforce)
• The biggest reason organizations use a personality assessment comes down to job fit. Skill is important but skill is something you can teach.(Aberdeen Group)

Current Goals for the Use of Assessments

• Organizations are looking to assessments to help them make better selection and development decisions. When an organization invests in hiring it is not only looking for the skills required today, but to also meet the challenges of the future. (Aberdeen)
• Top performing organizations place more value on assessment data for more decisions than average or poor performing organizations. The major area of difference is that top performing organizations use their assessments to help them understand the future potential of their workforce. (Aberdeen)
• There is continued but slow movement in thinking that assessments should be an engaging experience for the applicant (Dr. Handler) – but that appears to be more talk than action. Although 80% of organizations say they are conscious and concerned about the candidate’s experience in applying for a job with their organization, less than half that number are taking steps to monitor applicant reactions (SHL)

Ideas on How to Make Better Use of Assessments

• The use of assessments for pre-hire boosts performance on several key metrics, but using them for post-hire boosts performance even further. The primary post-hire areas where top performing organizations commonly use assessments are: (1) Onboarding; and (2) Career and Succession planning.(Aberdeen)
• Top performing organizations use multiple assessment tools for specific employee groups and decision points but the top three are (1) behavioral based personality assessments, (2) skill-based assessments, (3) cognitive ability assessments. (Aberdeen, Workforce & SHL)
• A large majority of best-in-class organizations have automated assessments into their recruitment process, integrating them with their career portal and applicant tracking or processing system. This automation is yielding impressive performance improvements in key hiring metrics including improved hiring manager satisfaction and greater reduction in both time and cost to hire. (Aberdeen)

Interesting Trends

• The use of remote testing (on home computers) continues to increase with over83% of professionals indicating they allow candidates to test remotely (SHL)
• Testing via mobile devices (smart phones and other handheld computers) is emerging slowly but is expected to increase significantly in coming years.
• Social media is being used to advertise job openings and source candidates by an ever growing number of organizations. Of those organizations who are using social media in the recruitment process over 1/3 use social media to contact prospective candidates through networking sites such as Linked In and 30% use social media to source or locate candidates, essentially using social media as an advertising medium. (SHL)

If you would like more information on these studies or if you have questions on how the use of Prevue Assessments products relate to these study findings please contact your Prevue Assessments representative or support@prevueassessments.com.

Article contributed by: Kenneth J. Danderfer, Prevue Assessments. July 2011

References:

• Assessments 2011, Mollie Lombardie, Aberdeen Group, May 2011.
• Trends in the World of Pre-Employment Testing for 2011, Dr. Charles Handler, February 3, 2011.
• 2011 Global Assessment Trends Report, Sarah S. Fallaw Ph.D. & Tracy M. Kantrowitz Ph.D. SHL Previsor (Link to Report)
• More Companies Go With Online Tests to Fill in the Blanks, Ed Frauenheim, Workforce Technology

Book review  contributed by Dona Plewis of Grasslands Group

The inside cover of this book aptly summarizes why the topic of staffing assessments is important, what the reader can achieve from the book, and how the book is organized. This book review will provide a narrative of the key points I gleaned from reading the book.  As the book is written so clearly, many of the statements or paragraphs below are direct quotes, starting with:

“People are not your most important asset.  The right people are.” Jim Collins, Good to Great¹

This premise begins the introduction to Hiring Success and is supported throughout the entirety of the book.  With the multiple types of staffing assessments on the market, finding a book that clearly, decisively, and extensively discusses every aspect of staffing assessments in a non-technical manner is refreshing.

Why do we use assessments?  Ultimately, the reason is to improve performance outcomes which are measured through improved employee retention, increased productivity, better customer service, and the chance to achieve higher sales revenue.  For an organization to be effective, they require people with diverse attributes and skills.  If an assessment is used that places all candidates into one mold, that will negatively affect operations.  Hiring departments need a tool which allows them to focus on hiring candidates whose mix of skills complement each other.

One phrase that struck me was “the choice to give or deny someone a job is not a trivial decision”.    Every hiring manager is looking for the answer to “if I hire this person is he/she going to do what I want him/her to do?” and “will they remain on the job long enough to justify the costs related to recruitment and training”?  They seek a way to answer these questions and look to assessments to provide the answer.

The author very concisely covers many of the common criticisms of staffing assessments.  He also discusses the various (13) assessment methods and gives recommendations on what assessment methods to use.  One comment he made about Method 9: Localized Scoring – is that assessment results are only meaningful if they provide information that allows us to accurately predict whether some candidates are likely to be more or less effective than other candidates who might be hired.  This method (9) involves norming and criteria validation and optimization – this is one of the key areas where Prevue Assessments are aligned with the recommendations set out in the book.

We all know that assessments should be used whenever the value they provide by increasing the accuracy of the hiring decisions outweighs the costs associated with using them.  As the final hiring decision is made by people, assessments only work if they are being used appropriately and consistently.  There is a chance that, once implemented, the turnover rate of the company may increase in the short term as new employees are assimilated into the organization.  As the company fills vacancies with the new employees, the work environment will shift and the high-turnover rate will become the retention rate.

In organizations of all sizes, the difference in value of a great hire and the cost of a bad hire is apparent.   The financial value of this high- versus low-performing employee is referred to in the book, as “the performance variance”.  Assessments prove to be most valuable when they are used to select candidates for positions that have high levels of performance variance.  That said, if companies have a high turnover rate for jobs with low performance variances, assessments can provide substantial value.

The final chapter discusses the principles of implementing staffing assessments into a Company’s hiring process with examples listed on processes for entry-level and professional level positions.

With approximately 25% of the world’s six billion people being employed, the author contends that if they end up working in the right job, it will have a profound effect on every aspect of their life.  Unfortunately, suboptimal staffing decisions create job failures.  With the correct use of a staffing assessment and the Internet access, companies have a variety of choices to improve their odds of making good hires.  The question isn’t whether staffing assessments work but how do we get more companies to take advantage of the value?  This book stated its goal to be to ‘help companies hire people who are more likely to succeed in their jobs’.  If more companies read this book and take greater advantage of the benefits of staffing assessment tools, the author states that the results will be a happier workforce  – resulting in more production, satisfied customers, increased profitability, a stronger economy and, ultimately, a more stable world.

^1. Collins., J (2001). Good to great: Why some companies make the leap…and others don’t. New York:HarperCollins.

With so much work today being done by fewer people, it is essential that you not only hire the right people, but that you continue to invest in their development.  Managers today need to know how to get the best out of their people, which means that they need to know how to coach.

Within the framework of ‘business’, coaching simply describes a directive process, or set of skills, used to achieve optimum work performance.  As a manager we want and need results from our people.  Coaching helps to eliminate any barriers our people may experience in achieving them.

We often receive push-back, typically from time-stressed managers, on the idea of coaching.  Generally, their argument is that their people receive skills development through training programs.  Their people therefore do not require ‘coaching’ support.  As both a Trainer and a Coach, I certainly don’t want to downplay the potential benefits from a targeted Training Program.  However, it is important that we not only recognize the purpose of Training versus Coaching, but the applicability of each at the various stages of skill development.

The Training classroom model makes a great deal of sense when someone is learning a new skill.  As their proficiency level increases though, so too does their need for more specialized and individualized attention and direction.  Consider the educational model used by most colleges and universities.  As an undergrad, you are just one of many students within the program and the classroom setting.  However, you are simply there learning the basics and foundations of your subject matter.  This can therefore be taught by one person, to many.  This also then supports the economic reality of having ‘many’ to teach at this level.  The developmental model for formalized education therefore looks something like…

• Undergraduate level class           200 students : 1 professor
• Senior level class                             50 students : 1 professor
• Early graduate level class             25 students : 1 professor
• Doctorate level class                      5 students : 1 professor
• Dissertation level                            1 student : 3 professors

There is a strong recognition of the need to provide more personal direction, attention and support as the individual’s skill and proficiency increase.  This is the same need that exists within business.   Sports experts have known this for thousands of years;  that individualized attention from an expert is needed in order to aid people in unlocking their full potential.  As a Manager… that expert is you.

A training program may introduce your employees to new concepts and information.  Solid coaching from a manager will help them apply and utilize those skills.  People, fundamentally, want to contribute and do a good job.  Sometimes, simply helping them to know just what that looks like is all it takes for them to ‘do’ more of it.  The challenge, of course, is that each of your employees is different, with their own unique set of skills, attributes and approaches, which may differ significantly from your own.  Expecting that one Coaching approach or solution would work equally well with each is like expecting the one-size-fits-all shirt to truly fit everyone equally!

Instead, you need to target your coaching efforts to each employee’s specific needs.  Not only might your approach need to shift for each, but sometimes even the type, quantity and order of the information needs to be tailored.  This need not be as confusing or daunting as it sounds though.  The use of a quality tool, such as the Prevue Assessment, can provide you with a tremendous advantage, both in terms of the insights it provides and the time it saves, helping you to readily customize your approach to fit the unique needs of each employee.   Consider for a moment how advantageous it would be to your coaching efforts if you knew…

• When your preferred style is likely to work with an employee, and when it will fall short
• Each employee’s basic, underlying motivations
• Their degree of comfort with change
• The amount of detail they like (and need) to receive in your directions
• Their degree of sensitivity to your feedback
• How dependent they are upon the opinions of others in forming their decisions
• How they prefer to be rewarded
• How task versus people focused they are
• The number of balls they are capable of juggling before beginning to drop them
• The best way to capture their input and ideas
• How much they want and need to be liked by others

This is just a small indication of the wealth of information available to you through the insights that Prevue provides.  Armed with this, it is a much simpler process to tailor your coaching efforts to each employee, ensuring that your coaching is targeted, specific and truly drives results.  Frankly, we don’t enter any coaching process without a Prevue Assessment.  Why would you?

Building a high performance workforce these days requires a fresh approach. That is especially clear when you consider the daily news in the USA and Europe is filled with paradox: stories of layoffs, hiring freezes and reduced hours are almost as common as the need to find and retain highly skilled talent. Other jurisdictions like Canada and Australia are well ahead on the economic recovery curve and are already feeling the pinch of a limited labor pool in many areas, both by job type and by geography.

The ability to stay competitive as the economy improves is forcing businesses to look at recruitment differently. But businesses need a workforce that is more qualified, more efficient and more skilled than ever before. Companies will not be able to fill new jobs they create or the jobs they have eliminated over the last few years using old strategies and technology.

The recently published CareerXroads Source of Hire Report¹ provides cues for employers who are ready to consider change.

One of the most powerful findings revealed is that it takes 826 visitors to a company career site to obtain one hire. This excellent Jobs2web slide helps to illustrate that an effective recruitment strategy attracts candidates from a variety of sources including job boards, social media, and search engines.

To compete for talent, employers must now add search engine optimizer to the list of responsibilities for recruiters and human resources professionals. Just last month there were 101,000,000 global searches on Google for ‘jobs’². For employers, recruitment is no longer just a human resources function.  Getting candidates to find you requires a well-executed internet marketing strategy when writing ads, using social media, and designing a career site.

The report also reported that 57.1 percent of the respondents believed that social media played an important part in their direct sourcing program. Asked to rank the impact of social media on various parts of their recruiting program, respondents said its influence was greatest on direct sourcing, college hiring, and on hiring from job boards.

The most important finding might be that internal movement is the #1 Source of Hire. Yes, that’s right – career sites, job boards, and ads on social networking sites may help increase the flow through the talent pipeline but more than half of ALL hires were filled from internal movement. It is the second year in a row that internal movement was attributed to at least 50% of the positions filled.

Referrals contributed the most new candidates when evaluating external sources of hire, followed by job boards³. Of the responding companies, 88.9 percent reported making at least one hire from Monster; 85.7 percent hired at least one candidate from CareerBuilder. Although statistics on these trends are not readily available for jurisdictions outside the USA the increased importance of both internal recruiting through social media and the use of job boards is certainly evident in Canada and Australia and will, in my opinion, develop quickly in most of the G7 countries.

Based on these results, I offer four recommendations if employers will be successful in their pursuit of skilled workers:

1. Candidates must be recruited from multiple sources including internal candidates, referrals, job boards, and social media.
2. A company career site is more important as a central point of application than a direct source of candidates.
3. An applicant processing system must be considered to facilitate the rapid and accurate screening of applications.
4. Referrals and word of mouth remain the number one source of external hires. Consequently, social networks cannot be ignored; they are viable and important sources of candidates.

1. http://www.careerxroads.com/news/SourcesOfHire11.pdf
2. Source: Google Keyword Tool. From Davis Advertising, 2011 Second Annual Survey of Job Posting Sites, Chris Taylor
3. http://www.ere.net/2011/03/17/referrals-lead-social-media-thrives-job-boards-survive-as-hiring-source/

Dr. Ira S. Wolfe c.v. http://www.super-solutions.com/our-founder.asp#axzz1IwzOJTGV

• Employment prospects are improving and hiring activity is increasing in almost all jurisdictions. The pace is faster in Canada, Australia and New Zealand but all of the G7 countries are trending in this direction.  If you are not hiring right now you will probably need to do so within the next few months.
• As employment and hiring activity pick up, competition for the best candidates will increase which in turn will drive a need to reduce the time to hire. This is already the case for those seeking IT and Software Development personnel.
• Businesses are still licking their wounds and rebuilding balance sheets from the 2009 recession so they need to do everything more quickly, more simply and at a lower cost, while still being effective – a very tall order to fill.
• In comparison to 20 or even 10 years ago businesses are employing fewer people while expecting them to assume greater responsibility and to be more productive than their predecessors. To accomplish this end businesses have to continuously seek to improve the quality of their hires.

How can you clear all of these hurdles? The following three initiatives will make your business more competitive and effective in finding top performers for your positions:

1. Know What You Are Looking For: You can’t possibly hire the best if you haven’t defined what characteristics differentiate top performers from the rest of the persons you employ in any position. Job analysis will enable you to identify the key characteristics for job success to provide better job descriptions, job ads and behavioral interview questions.
2. Move to Online Recruiting: Start with a career web site for a central source of job posting and candidate information. Couple your career web site with an online Applicant Processing System (“APS”) that enables applicants to apply for jobs posted on your career web site and enables you to identify the best candidates. These two steps will reduce your time and/or increase your quality of hire – guaranteed. Your APS will enable you to collect resumes and required applicant information, administer screening questions, administer your Prevue Assessments and receive all of this information instantaneously. In a tight labor market you can respond immediately to the best prospects. If there are too many applicants for your job openings your APS can automatically filter out the best candidates with screening questions and Prevue job fit scores. You focus your attention on selecting the best instead of sifting through a pile of resumes.
3. Source Smarter: You have to fill your recruiting funnel with good prospects if you want to make good hires. Give some thought to where the best applicants for your types of job postings will likely seek employment and make sure you are positioned to get in front of those applicants. This could be a paid job board like Monster or an industry specific job board. Expand your search to social networks and the hundreds of free job boards that should be accessible through your APS. You should be able to automate the posting process through your APS to source the most qualified candidates faster. Also consider going beyond the job boards to sourcing passive job seekers who are not actively seeking a position through postings on major social media sites like Facebook, Twitter, and LinkedIn.

If you think these three steps sound too time consuming or expensive, you are wrong. Your Prevue Distributor can show you how to implement all of these steps efficiently and economically.

Written by: Ken Danderfer

March, 2011

We have all seen and read countless studies, articles and ads like the recently published “Research Brief:  Quality Candidates and Quality Process” from Aberdeen Group¹ that concludes “talent acquisition is at the heart of talent management”. This Research Brief like many other publications on the subject confirms that following best HR practices in hiring new employees will assure a more talented workforce. Now this sounds good, but there is one key thing missing – how do we define and describe the “talent” required for a specific position and how do we identify people who have that talent?

Although we frequently use the term, do we really know what “talent” means? The dictionary defines “talent” as “a special natural ability or aptitude”. But what happens in the hiring process when we get down to the final interviews with the most qualified 2 or 3 applicants – how do we identify who has that “special natural ability or aptitude” for the position? We know whether they have the right credentials and experience and we know what questions to ask the applicants in these areas. But what information have we collected in the hiring process to tell us whether they have the desired “talent” to excel in the position?

At Prevue we have historically identified “talent” as job fit. Prevue Assessments and the automated Prevue Assessments system can help to provide answers to the questions posed above in several respects:

• The Prevue Assessments system can identify the “talent” (in terms of the “natural abilities or aptitude”) required for top performance in any position through the Prevue Benchmark Development process.
• The Prevue Benchmark Description Report provides an outline of the abilities, interests/motivation and personality profile that effectively describes the “talent” required for any position. This information can improve your hiring process by creating better job descriptions and job ads that focus more attention on describing the job in terms of the talent required for top performance in the position.
• The Prevue Assessments system provides an online tool to match each applicant’s “talents” to those required for top performance in any position by matching the applicants profile of abilities, interests/motivation and personality traits to those reflected in the Prevue Benchmark developed for the position.
• Last, but maybe most important, the Prevue Selection Report provides interview questions that identify areas where an applicant may have “talent” or job fit challenges that should be examined in the interview.

My editor advises this article might be a bit too advertorial and I apologize to anyone who might be offended. However the questions raised in this article deserve consideration, even if you find the conclusions overly promotional. After all, how can you acquire and develop a more talented workforce if you haven’t defined what “talent” is required? Throughout 2011 we expect a number of writers will express opinions on talent acquisition and management. If there are topics you’d like to see addressed on this subject, we would invite you to pass those on to us at support@prevueassessments.com.

¹ Recruitment Technology: Quality Candidates and Quality Process; Aberdeen group, September, 2010

Written by Ken Danderfer

January 7, 2011