Search Results - perfect

Topic: Subsidizing Failure: How The "Big 3 Paid Billions to Keep Downsized UAW Members on Payroll": affing Industry exists. SUBSIDIZING FAILURE & CRONYISM Thank This Man for Destroying the American Auto Industry: Meet Ron Gettlefinger - UAW President. Yesterday the UAW refused to compromise on Bail-out negotiations to agree by the end of next year to wage cuts to bring their pay into line with Japanese car makers. The UAW refused to do so before its current contract with the automakers expires in 2011. As Senator Mitch McConnell stated yesterday: "This bailout doesn’t fix Detroit’s problem," he wrote, “It subsidizes it.” First it was Government forcing a quota system which influenced lending institutions to lend easy money to high risk groups to avoid being accused of red-lining communities. Then the Federal government removed the separation between commercial and private loans and created a securities market off of home mortgages that inevitably got bundled into junk debt. Then we had Senate/House Finance and Banking committee chairmen who avoided their regulatory oversight and defended Fannie Mae and Freddie Mac and through their "Everything is Fine" press releases influenced stock holders to maintain their investments that would catapult them into portfolio ruin. Freddie Mac and Fannie Mae, then the banking system gets bailed out on the logic that they are a public utility system upon which the economy depends ... the handouts start, one after another, ... with little easing of the credit markets to show for the first 700 billion dollars. Now each and every industry argues before a Congressional committee why it deserves a bail out. All the while Capital firms freeze up, start ups wane, and Silicon Valley lays off thousands or freezes reqs to force attrition. At the end of the day, it means thousands of recruiters being laid off. Recruiters become the perceived luxury item in a world gone mad when all the while government intervention throws good money after bad policy. But there are reasons and they should be understood. At no time have so many special interests collaborated to create the perfect storm and under government fiat to proceed with such ill advised policy. Today, we focus on how the powerful United Auto Workers (UAW) collaborated with its political allies to undermine one of the last great industries of American manufacturing. This is a story about what happens when government and its policies attempt to guarantee outcomes. Unfortunately, it isn't a fairy tale. My public vote for the Big 3 to go into Chapter 11 to release themselves of UAW contracts otherwise we throw good money after bad if one of the primary causes doesn't get resolved. FACT LINKS: ** UAW Job Bank: Organized Slackers ** UAW Feels The Heat And Suspends Job Bank And Delays Trust Payments ** Job Banks - Protecting the people, not the jobs ** Congress targets UAW Job Bank as U.S. Car Makers fight for Loans ** Detroit Automakers, UAW To Spar Over Jobs Bank During Talks ** Will you shed a tear for UAW Job Bank employees when the loose their no show Jobs? Ford's Most Advanced Assembly Pant Operates in Rural Brazil TRIVIA TIDBIT: Did you know Toyota and GM sold roughly equal number of cars last year and GM went billions into debt while Toyota had a record year? ("GM versus Toyota: Someone is Doing Something Wrong") STRUCTURAL & IRRATIONAL RED INK: UAW & The Job Bank "We cannot continue to pay $65 an hour for someone to cut the grass and remain competitive. Miller meant, literally, "cutting the grass." Original Link WAYNE -- Ken Pool is making good money. On weekdays, he shows up at 7 a.m. at Ford Motor Co.'s Michigan Truck Plant in Wayne, signs in, and then starts working -- on a crossword puzzle. Pool hates the monotony, but the pay is good: more than $31 an hour, plus benefits. "We just go in and play crossword puzzles, watch videos that someone brings in or read the newspaper," he says. "Otherwise, I've just sat." Pool is one of more than 12,000 American autoworkers who, instead of installing windshields or bending sheet metal, spend their days counting the hours in a jobs bank set up by Detroit automakers and Delphi Corp. as part of an extraordinary job security agreement with the United Auto Workers union. The jobs bank programs were the price the industry paid in the 1980s to win UAW support for controversial efforts to boost productivity through increased automation and more flexible manufacturing. As part of its restructuring under bankruptcy, Delphi is actively pressing the union to give up the program. With Wall Street wondering how automakers can afford to pay thousands of workers to do nothing as their market share withers, the union is likely to hear a similar message from the Big Three when their contracts with the UAW expire in 2007 -- if not sooner. "It's an albatross around their necks," said Steven Szakaly, an economist with the Center for Automotive Research in Ann Arbor. "It's a huge number of workers doing nothing. That has a very large effect on their future earnings outlook." General Motors Corp. has roughly 5,000 workers in its jobs bank. Delphi has about 4,000 in its version of the same program. Some 2,100 workers are in DaimlerChrysler AG's Chrysler Group's job security program. Ford had 1,275 in its jobs bank as of Sept. 25. The pending closure of Ford's assembly plant in Loraine, Ohio, could add significantly to that total. Those numbers could swell in coming years as GM and Ford prepare to close more plants. Detroit automakers declined to discuss the programs in detail or say exactly how much they are spending, but the four-year labor contracts they signed with the UAW in 2003 established contribution caps that give a good idea of the size of the expense. According to those documents, GM agreed to contribute up to $2.1 billion over four years. DaimlerChrysler set aside $451 million for its program, along with another $50 million for salaried employees covered under the contract. Ford, which also maintained responsibility for Visteon Corp.'s UAW employees, agreed to contribute $944 million. Delphi pledged to contribute $630 million. In August, however, Delphi Chairman and Chief Executive Officer Robert S. "Steve" Miller said the company spent more than $100 million on its jobs bank program in the second quarter alone. "Can we keep losing $400 million a year paying for workers in the jobs bank and $400 million a year on operations? No, we cannot deal with that indefinitely," Miller said in a recent interview with The Detroit News. "We can't wait until 2007." Guaranteed Employment The jobs bank was established during 1984 labor contract talks between the UAW and the Big Three. The union, still reeling from the loss of 500,000 jobs during the recession of the late 1970s and early 1980s, was determined to protect those who were left. Detroit automakers were eager to win union support to boost productivity through increased automation and more production flexibility. The result was a plan to guarantee pay and benefits for union members whose jobs fell victim to technological progress or plant restructurings. In most cases, workers end up in the jobs bank only after they have exhausted their government unemployment benefits, which are also supplemented by the companies through a related program. Workers go directly into the program and the benefits can last until they are eligible to retire or return to the factory floor. By making it so expensive to keep paying idled workers, the UAW thought Detroit automakers would avoid layoffs. By discouraging layoffs, the union thought it could prevent outsourcing. That strategy has worked but at the expense of the domestic auto industry's long-term viability. American automakers have produced cars and trucks even when there is little market demand for them, forcing manufacturers to offer big rebates and discounts. "Sometimes they just push product on us," said Bill Holden Jr., general manager of Holden Dodge Inc. in Dover, Del., who said this does not go over well with the dealers. "But they've got these contracts with the union." In Detroit's battle against Asian and European competitors that are unencumbered by such labor costs, the job banks have become a major competitive disadvantage. Breaking the banks Analysts say the jobs bank could be a bigger issue than health care in the 2007 contract negotiations, particularly at Ford. It has a younger work force than GM, meaning any workers Ford sends to the bench are likely to stay there for a while. "Ford is under pressure from investors to cut costs," said Roland Zullo, a research scientist at the University of Michigan's Institute of Labor and Industrial Relations. "At the same time, the unions are going to be under pressure to protect jobs." But does the jobs bank make any sense in a climate of shrinking profits and declining market share? While some might envy their life of leisure, workers like Cisco, 56, feel humiliated by the program. "I felt like I was useless -- like I was put out to pasture," he said. Most say they have no interest in retiring -- or spending the rest of their careers doing crossword puzzles. Classes are available, the workers said. They have been invited to take courses on bicycle repair, home wiring and poker. Silk-flower arranging is also available. READ MORE ABOUT HOW THE UAW & AUTO INDUSTRY ARE MAKING TAX PAYERS PAY THE BILL …; Added by Dave Mendoza at 1:05pm on December 12, 2008

Topic: Meet Dan Nuroo, RBC Activist Down Under, "Say Something Dan!": urne, Australia • Personal Email We continue our series on active, RecruitingBlogs Community members with a spotlight on Dan Nuroo, Recruitment Manager at DWAS. I first had the pleasure of meeting Dan Nuroo at The Austral-Asian Talent Conference in May, 2008 in Sydney. I was on a talent panel and shared a presentation with Kevin Wheeler. Dan was one of the audience members and it has been a thrill to see his involvement as a blogger and activist bear fruit within the RecruitingBLogs.com Community. Dan has been specializing over the past 12 years in the IT Recruitment field. The first 6 within agencies (including his own) and since July 2002 as the Recruitment Manager at DWS an ASX listed national software and solutions, consulting company. His areas of expertise include Management, Sales, ad writing, searching, and strategic recruitment. Q&A with Dan Nuroo Six Degrees: Tell us of your home world. Dan: I’ve been married to Simone (who I met first year Uni) for over 10 years and we have been blessed with 2 gorgeous kids Zachary (now 5) and Talia (now 2), and our loyal Cat Jasper, who has allowed us the honor of looking after him for most of those 10 years, I love my football (Australian Rules Football) and cricket, well any sport really. I was an avid participant in my youth, but seem to have grown out of it! My son, recently caught the footy and cricket bug and I just finished one of the most rewarding winters of my life, by volunteering to Coach the kids at my son’s Auskick Centre, 20 or so 6 year olds or younger. I cannot put into words the amount of joy that gives me. Six Degrees: How many years have you been in the staffing industry? Dan: I started in this game back in 1997. I started as a Recruiter after responding to an Advertisement in the paper (remember them) for an HR Coordinator, I think they took a bit of artistic license with the term. I had grand ambitions of being an HR Generalist or something like that. This role was actually a Resourcer/Data Entry person, or general “GoFer” for the office. My company then won a large tender to get on a PSA with IBM GSA, where I became the core Resourcer for that team. As luck or misfortune would have it, 6 months into this, 5 out of the 6 people in the team left to start up on their own, leaving me holding the baby as it were. After a bit (OK a lot) of in-fighting the client became mine, and I started running the account as a 23/24 year old. This was purely IT Recruiting. I looked after this account for close to 5 years and made some incredible friends whilst doing so, some of my clients here actually came to my wedding! In 2002 I took a risk and moved to a company trying to build itself into an IT Recruitment Company (not the smartest thing I have ever done, as the IT Bubble bursting was still pretty fresh) and after 8 weeks and a redundancy, I set up my own company for a little while. My wife and I had begun discussing starting a family, working for myself I could not look her in the eye or look in the mirror and confidently state what I would earn for the next month. SO I decided to move internally. Luckily enough for me, my targeted search was successful as my timing had been perfect, as the target was looking at the same time I was. I joined DWS Advanced Business Solutions in July 2002 as their first In-house Recruiter. We have been able to grow the company from 110 permanent staff to over 500 now and I have grown the Recruitment team to a team of 4 which operates across the Nation. All the Recruitment for my company comes from my team, we rarely use third parties. Six Degrees: What single event had the most impact on your sourcing/recruiting career? Dan: The whole team leaving me on my own was pretty big, made me grow up and learn to handle stress I had not encountered before. However, discovering sites such as ERE.Net and Recruitingblogs.com changed my professional life. There are other weird people out there like me who love this industry. I felt at home. Also ranking right up there was my attendance at the Australasian Talent Conference in 2008. I had not been to anything like that before (and was quite stunned I got the budget to go!). I got to meet legends I’d read about like, Kevin Wheeler, Shally Streckel, Dave Mendoza (not sucking up because this is his interview) Heather Hamilton and Rob McIntosh to name but a few. Oh I was inspired from this event, I’d never been in such company. Do you have a mentor to whom you attribute your overall outlook on recruitment, capabilities, and/or model your career after? Dan: Not specifically, I have lots of people I lean on or consistently read. My readings from those two sites mentioned above help me question myself, my beliefs and my view of my profession. Six Degrees: Tell us about your position, (responsibilities, size of your staffing organization) : Dan: I am the National Recruitment Manager (part of the National Management Executive) at DWS Advanced Business Solutions, responsible for all the Recruitment which occurs in my company. I have a team of 3 delivering some very demanding results. My jobs is to deal with all the day to day Recruitment issues, educate the executive as to our market and outlook, to placate and deliver to the business the talent they want (hopefully) when they want it, within a Quality Framework. Six Degrees: (A) What other companies' recruiting operations do you admire or have heard are best-practice examples? Dan: I love the creative stuff. I love hearing stories of what corporations have done to attract people. Rob McIntosh gave an example of a company that posted ipods to targeted people, with a message at the start of it as to why they were targeted and why they should join their company. (B) In what aspects are they superior? Dan: Creativity, and more importantly, they actually did it, not just spoke about it. They delivered something Six Degrees: What recent general news story or industry trend do you feel will have an impact on your work in the future? Why? Dan: General outsourcing/off-shoring is taking hold more and more especially in the IT industry. Most Development seems to be heading off shore, which will change the way my company looks and how my focus in Recruitment will change to more analysis and Project Management people. It will be interesting to see how our styles of companies survive these economic times, when there have been a few casualties already, like Satyam. I feel lucky that my company is in a pretty good place financially. Six Degrees: Tell us about your broader involvement within the staffing industry: Dan: I’d love to do more in this arena. I have recently been asked to increase involvement with the Australian Computer Society, presenting to Business Analysts of late as to what I look for when hiring them, and then last week even sitting in on Graduate presentations as a type of Simon Cowell character. I started an Australian Recruiters on ERE.net and am actively involved with the guys at RBC, which started my blogging. Six Degrees: Can you detail how the recession has affected your particular industry niche? Dan: The months between September and April were tough for an internal recruiter here with a team. Trying to keep us relevant and thus employed was a challenge. Especially when we had industry analysts asking my CEO why he still had us. We kept ourselves relevant by getting ALL the recruitment done, with great efficiency (and bragged about our successes) and by secondly looking outside our sphere and becoming the champions of Enterprise 2.0. We found other ways of adding value to our company. And now, the pressure is on from the business again to hire. Thankfully. Managing the perception from the business, candidates and my own sanity tended to keep me busy too. Six Degrees: Aside from simply the generic term “Networking” what specific efforts have you made on your own behalf, or on behalf of colleagues to broaden your opportunities. Dan: In the last 18 months to 2 years I have really upped my involvement in the web2.0 communities. I have actively grown my LinkedIn.com Network, have pushed myself, and my company fairly hard on Twitter and talked my company into building a Facebook.com fan page. I try new things, like a cartoon I built for advertising our roles, the key is to get involved. You actually do get back what you put in. It amazes me as to the amount people share. Six Degrees: Given your own Trial and Error experiences as a Networker, what advice do you have for your peers on what NOT to do? Dan: Firstly, don’t try to sell all the time. Respect your audience and trust in your message and the value people will see in it. Secondly, don’t think the technology will do it all for you. You still have to work a network, people contact is key, face to face or voice to voice are more important than having 4000 friends on facebook. Thirdly, don’t get sucked into trying to use everything that gets put in front of you. Not everything will work. Learn what works for you and dump the rest. Finally, I do not enter and thus cannot win 100 million Euros even if the email looks really authentic., Six Degrees: What is your next career goal? What do you need to do to get there? Dan: I wrote somewhere once I want to be a General in the War for Talent. Still trying to define that now that there seems to be a détente. I’d actually like to help other Recruiters reach their success and believe in the industry and their profession. I feel a lot of disrespect for this industry in the world, which I believe some of its participants (ie recruiters) buy into. I am working on myself so as to be able get that message out there, by constantly crafting and honing my ideas and running them by people I respect and who’s judgeship I trust.…; Added by Dave Mendoza at 7:46pm on August 30, 2009

Topic: Meet Eric Raynard, Bay Area to Giverny: All Texture - Bringing Art's Abstract to Recruitment's Form: focus the limelight on those activist members who make RecruitingBlogs tick, it is a pleasure to introduce Eric Raynard. He has more than 20 years of experience in client - directed, project - managed search services. His practice focuses primarily on technical and operations positions with sports and recreation equipment companies. During the course of his career, Eric placed successfully with IBM, Johnson & Johnson, Wrigley, Applied Materials, and other world-class organizations from Boston, MA, to Portland, OR, and from Sarasota, FL, to San Diego, CA. He continues to improve and refine his skills. He was previously with the BridgeGate Group from September '89 - March '96 where his practice migrated from individual contributor to Director and Vice President level. Eric helped perfect the ten - step search process; wrote marketing materials; and conducted training classes in recruiting techniques. Named Team Leader in June '94, he built a four person Technical and Operations Group. Q & A with Eric Raynard Six Degrees: Tell us of your home world. Eric: I have been married to Susanne for 28 years -- which is almost half my life, We live in the Sunset District of San Francisco. We can see the Pacific Ocean from the second floor deck of our home. We have two sons. Max is 24 and Jack is 21. They both live in San Francisco. From our home, I can jog up into Golden Gate Park, out to the ocean and back to the house in a five mile loop. It’s a great way to start the day. Growing up in Chicago, I visited the Art Institute frequently. I was particularly drawn to the works of Vincent Van Gogh and Claude Monet. As a small boy, I made a pledge to myself that if the opportunity ever came my way, I would go to France to see where these masters created their works. Through a fortuitous set of circumstances, and the generosity of a dear friend, I have been able to visit France for two weeks in ’07 and two weeks in ’08. We spent time in the last three towns where Vincent lived and visited Monet’s estate at Giverny as well as the museums in Paris which display their works including the Musée d’Orsay, Musée de L’Orangerie and the Musée Marmottan. I read a number of books on the artists before and after the trips. There’s a very interesting contrast between the anti-social Van Gogh, who died at 37, and the gregarious Monet, who lived into his 80’s and donated major works to the nation of France. Needless to say, I have become quite a buff and can explain the differences between Van Gogh’s “Starry Night” (this painting is in the Museum of Modern Art in New York and was created from memory while he was housed at the asylum in St. Remy in 1889) and “Starry Night Over The Rhone” (done in ‘plein air’ in Arles in 1888 and houses in the d’Orsay). Okay, I see your eyes are glazing over. I’ll stop now [Laughs]. Six Degrees: How many years have you been in the staffing industry? Eric: I have been in recruiting for more than twenty years. Six Degrees: How did you get started as a recruiter? Eric: I started way back in ’88 at a firm called Sales World. It was a contingency firm filling sales positions which has subsequently gone out of business. It was, for the most part, a great way to get training in the field of recruitment. There were methods and metrics for everything. Each recruiter was assigned a “desk.” For a while, I worked “packaging” and came to know every purveyor of corrugated containers in the San Francisco Bay Area. In other words, they encouraged industry specialization. They also taught candidate and client control. The Sales World style might have been a bit old fashioned … maybe a bit “used care sales” in tone. But the concepts behind the style (like consistency of effort) were extremely valid. Then I was recruited to a much higher end firm, The BridgeGate Group, in ’89 when it was the largest privately owned search firm in the state of California. I worked in the San Francisco office. We had the entire 37th floor of the Transamerica Pyramid. It was a pretty posh location. It was interesting working in the Financial District, wearing wool suits and silk neck ties every day. I was in the office when the earth quake hit in ’89. At The BridgeGate Group, the focus was on providing real search services for client companies. My practice migrated from contingency to retained. There was a lot of cross training going on there. We taught each other how to finesse certain situations and how to “thought lead” the client companies to make a decision. The entire style was much more subtle and sophisticated than Sales World. About ’93 or so, I was promoted to Team Leader in charge of a small group in the functional area of Manufacturing and Operations. That played to my interest in how things are made. My group placed people with Applied Materials, Johnson & Johnson and Wrigley, among many others. Six Degrees: What single event had the most impact on your sourcing/recruiting career? Eric: In ’95, a colleague passed a lead to me. She was placing software people with IBM and they needed a Purchasing Manager for the Boulder, Colorado, facility. That was where they were doing software duplication, manual printing and kitting for internal and external consumption. Remember, this was before internet speeds made downloading software easy, cheap and quick. I went to meet the prospective client wearing a blue suit, white shirt and red power tie … the iconic IBM uniform of the time. The client was wearing a sport shirt and slacks. We hit it off. He selected me for the assignment. Then I initiated the search. I did significant telephone recruiting, went to the Boulder area, interviewed several candidates and went to the IBM facility to make a report. We found a terrific candidate at Coor’s Beer who was subsequently hired. After a while I realized that I had successfully placed with one of the “brass nameplate” companies and the people from that company never cared about the wool suit or the posh office or collegial rapport of the firm. It was my own ability to understand the position skills needed and the interpersonal chemistry desired -- plus the basic diligence to do the recruiting work and give them enough choices to make them happy. Shortly thereafter, I left the BridgeGate, where I was surrendering half my fees for the office space and training and award trips and hung out my own shingle. I’ve been operating independently since March of ’96. Six Degrees: Tell us about your compay, Jackson Maxwell Raynard Eric: I am a Vice President at Jackson Maxwell Raynard, a boutique recruitment firm headquartered in San Francisco. We specialize in technical and operations positions with companies making sports and recreation equipment. Most are “back of the house” positions. We work from individual contributor level up to Vice President and have placed with such identifiable brands as Samsonite, Victorinox, Precor, CamelBak, Yakima, JanSport, Spyder and Schwinn. Six Degrees: Can you detail how the recession has affected your particular industry niche? Eric: About four months ago, I got calls from four people who had been laid off - all before lunch! It got me thinking. I should provide information for candidates to help them with my client companies, such as interview preparation, including what kinds of questions to expect and how to answer those questions. That type of coaching could be of value to people who are between careers or looking to upgrade their positions. Simultaneously, I started blogging. There are simple, discreet lessons one learns in the recruiting field. Like how to answer the dreaded money question or how to research a company before going in for the interview. I am at the place where I want to share that knowledge, either in a one on one coaching session or in the broader context of a web posting. So today I have broadened my service offering to include all forms of career coaching. Six Degrees: Aside from simply the generic term “Networking” what specific efforts have you made on your own behalf, or on behalf of colleagues to broaden your opportunities. Eric: I have about 12,000 records in my database. That probably represents more than 9.000 separate individuals. So that’s where my networking starts. Additionally, I am a frequent user of LinkedIn and belong 13 groups including Linked: HR, Outdoor Sporting Goods Connection and World Cycling Industry. Six Degrees: Given your own Trial and Error experiences as a Networker, what advice do you have for your peers on what NOT to do? Eric: The written word is different than the spoken word. Without tone of voice, it’s very easy to misinterpret things. Be careful what you write because it can be interpreted in a number of different ways. Use language that’s family friendly. If you are expressing an opinion or point of view, I recommend you do so in a gentle fashion. It’s amazing to me, when you follow the strings of comments, that a simple question like “Are Human Resource professionals liberal or conservative?” can elicit such strong back and forth debate. Seems like some people have just too much time on their hands. Six Degrees: What is your next career goal? What do you need to do to get there? Eric: No question about it, this economy has reduced the amount of hiring and, therefore, the amount of ongoing retained search work available. Prospective clients have invited me to participate on a contingency basis and, at least for now, I’ve resisted the temptation because it feels like going backward. I have all this experience and talent to bring to an assignment … and I can provide a more comprehensive service if I conduct a comprehensive search. So my next career goal is to return to “those thrilling days of yesteryear “ -- when retained search was at least a strategic option for urgent, critical hires. In my heart of hearts, I believe there’s a lot of pent up demand for a quality service geared to hiring quality people in key contributing rolls and I think (and hope) the tide will turn before 2010. I guess that’s the stubbornly optimistic part of me. It’s important to communicate the value proposition of search. Even in a down economy. Because the economy won’t be down forever and the less expensive, less customer friendly options (like internet postings and contingency search) will diminish in usage because there is very little value added in those ways. …; Added by Dave Mendoza at 3:53am on September 28, 2009

Blog Post: The Honeymoon Period: Onboarding and Retaining New Employees

This post was originally published on CareerPlug's blog.

Congratulations on your new hire!…

Added by Natalie Morgan at 2:48pm on November 17, 2014

Blog Post: Merry Christmas, Bob (It's Motivation Time, RBC-World!): A buddy of mine writes articles for a site called T-Nation.com (the 'T' stands for testosterone, so they're shooting for a target market somewhat adjacent to RBC :P ) Anyway, he wrote an article…; Added by Joshua Letourneau at 8:59pm on July 24, 2008

Blog Post: Recruiting begins at 50: Last week, I turned 50. The number means very little to me; to my parents it’s a sign that either they've lived too long or God has larger plans for them.

That wasn't me writing that last…; Added by Steve Levy at 8:28pm on March 30, 2009

Blog Post: Recruitment Strategy Development - Impressive Interviewing: You can imagine what a daunting task it is to write a blog on a topic that has generated enough books to pave the way from St. Louis to San Diego. However since this blog is another in the series of…; Added by Bill Humbert at 2:30pm on October 5, 2009

Blog Post: How NOT to Get a Job: I recently had the unpleasant task of sorting through over 250 applicants who had applied to a job posting. Grant you,…; Added by Judi Wunderlich at 8:29pm on March 23, 2011

Blog Post: 10 Career Site Design Considerations (in a social media age)