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Blog Post: The Dead Meat Theory – Why Counteroffers Don’t Pay Off: John Q. Executive walks nervously into his boss’ office to announce, “Mr. Employer, I’m really sorry to have to tell you this, but I’ve decided to accept another position. The…; Added by Mark Bregman at 6:46pm on October 15, 2010

Blog Post: Post-Interview Correspondence from Employers: Has Common Courtesy Become Obsolete?: Many Accounting, Finance, IT and Office Support job seekers have surely been ignored after the submission of a job application – especially via Internet job boards. We’ve discussed…; Added by Lauren McGrath at 12:40pm on October 19, 2012

Blog Post: ATS Benefits: How ATS Improves Time, Cost and Quality of Hire

Applicant Tracking System…

Added by Kristina Martic at 5:49am on February 12, 2018

Blog Post: 7 Simple Tips To Deal With Negative People

The following post is from Zenhabits.net an excellent and highly…

Added by Noel Cocca at 9:55pm on January 12, 2012

Blog Post: Recruitment SEO primer: On-page vs. Off-Page SEO: When building and fleshing out your Career Site, it’s important to keep Recruitment SEO principles…; Added by Chris Brablc at 2:44pm on March 8, 2012

Blog Post: 3 Innovative Campus Recruitment Cases

Campus recruitment is an ever-competitive and fast-paced race to find the best candidates.

No strategy is a sure-fire in this race as recruiters adapt their approach to a dynamic…

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Topic: STOP Calling My People!: rget. If anyone would like to lead this discussion let me know! Hi Maureen, I have worked mostly for CRO's (Contract Research Organizations) while hiring Clinical Research Associates (CRA's). I worked at a major CRO for 3.5 years. I was aware that this CRO would track emails and if any competitor would try to contact their people - they could eventually block that person from being able to email into this CRO. As well ... if we hired too many people away from any one company ... it usually got up to the CEO or President of that company. Their President would usually call our President ... and then eventually ... we might even see some sort of legal document threatening to sue our company - if we kept hiring their people away from them. Because of all this stuff - it is sometimes tough trying to cold call into a competitor to see if any of their people might be interested in talking about the opportunities I am presenting. Does this make sense? ~Fino I went to Google in preparation for today's MagicMethod classroom chat expecting to find a lot more on this subject of “cease and desist” than I found –I thought others would be eager to share their horror stories about receiving scary, off-putting letters like Fino experienced, some-of-whose arguably real and malicious intent is to squelch competition but alas, there appears to be a dearth of (maybe a reluctance to report?) harassment instances like this online. What I did find was that this issue (cease-and-desist) was more commonly attached to Non-Compete Agreements, including Non-Solicitation and Confidentiality (A/K/A “restrictive covenants”) with the “letters” being addressed more commonly to the supposed errant employee (with whom a legal relationship exists)in question. The take-away, for me is that many actions like these border on the ludicrous and some of these events represent near-desperate attempts by companies and/or individuals to disregard the rights of employees under the smoke and mirror guise of unfair competition. HOWEVER, Fino reported: "...if we hired too many people away from any one company..." The "too many people" part of his report deserves discussion and hopefully we'll be able to discuss this today in the classroom chat. The following excerpt is from Module I of the "Magic In the Method" telephone names sourcing course: In general, if you’re not acting purposely and maliciously to destroy a competitor, you are free to source into your competitors for good employees. My favor falls on the side of our industry practices in the name of free enterprise. I am well aware that corporate has some grievances that are well-founded and deserve attention. Corporations can be harmed by losing key employees to competitors. Most importantly, they stand to lose trade secrets which strikes at the very heart of their existence, and curiously, in my opinion, at the very heart of free enterprise. At first glance, we’d all like to believe it has nothing to do with us. But does it? It seems to me the issue lies with our intentions. It’s hard to find any guidelines for hiring a competitor’s employees out there. Basically, the following is my brief interpretation of the subject - it just seems like common sense to me. I am not an attorney, nor do I have any aspirations (or hope ever) to be one. It’s an admirable profession, far beyond my capabilities. A very good guiding principle for hiring a competitor’s employees should be: “Any employee is not entitled to use or disclose the former employer's trade secrets, and the new employer is not entitled to use the employee as a conduit to gain the benefit of the former employer's secrets.”In other words: DO NOT hire a competitor’s employees if your intention is to put the competitor out of business. DO hire a competitor’s employees if your intention is to gain good employees. Restrictive Covenants Be aware of them. Be also aware that they may be fair or unfair. See your state laws for applicability. A little learning on this subject can be dangerous! Trade secrets need to be protected regardless of what law applies. ****** I did find some interesting reading this morning on the subject and I thought you all might be interested in brushing up on some of it before "class"! Let's not forget all the Yadda Yadda about me NOT being an attorney and the fact that the opinions I present here and in "class" are mine and NOT to be taken/acted upon without the advice of a real-live fire-breathing attorney. Cease and Desist Letters – How Legal? ERE discussion What can be protected? Generally speaking only something that can be considered proprietary, a secret, a special application, a unique strategy, a mailing list, not general business practices. Thus for example, without specialized training and a unique application a secretary cannot be restrained from being a secretary in another office by a non-compete clause. However if the secretary handled sensitive information and had unique contact with secret sources, and specialized training it may be possible to restrain the secretary from working in the same industry for a brief time period to prevent damaging disclosure of confidential information.Other additional efforts would have to exist, such as the business exerting efforts to protect this information and thus treating it as confidential, laying the groundwork for such a claim to be made and the non-compete being enforced. Finally the area and time period is narrowly construed with time being two years or less, and distance unless its an industry issue being quite narrow, a few miles, ten at the most.So what’s the point? When narrowly applied to a specific situation for legitimate reasons as intended by the statutes, it provides reasonable protection to the employer who must share his secrets with his employees. When issued merely to restrict competition and remove the opportunity for an employee to gain work elsewhere, it is deemed a restraint of trade and seldom enforced. This argument here. Non-Compete Agreements, including Non-Solicitation and Confidentiality (A/K/A “restrictive covenants”) here. Enforcing Noncompetition Agreements here. Guide to assessing & responding to cease and desist letters here. They want your (Internet) “Cease and Desist” letters! Do you know your online rights? Have you received a letter asking you to remove information from a Web site or to stop engaging in an activity? Are you concerned about liability for information that someone else posted to your online forum? If so, this site is for you. Chilling Effects is a joint project of the Electronic Frontier Foundation (EFF) and clinics at Harvard Law School's Berkman Center, Stanford Law School's Center for Internet & Society, Boalt Hall's Samuelson Law, Technology and Public Policy Clinic, and other law schools across the country. SampleCease and Desist Letter To attend today's MagicMethod Classroom Chat go here at noon (eastern standard time), sign in and then click on "Main". Look for the grey "chat" field in the middle of the page - that's where it happens! Like what you just read? MagicMethod is brimming with information like this and will show you the inside tips and techniques of true telephone names sourcers! Subscribe today here. ****** Attend the MagicMethod FREE one hour LIVE phone sourcing classroom chats on Tuesdays and Thursdays on the MagicMethod network here. ****** Attend the MagicMethod Phone Sourcing Seminar in Cincinnati on June 24 sponsored by the Greater Cincinnati Human Resources Association. Email gchracincinnati@aol.com for registration form or call Suzy Hoffman at 513 554 4747.…; Added by Maureen Sharib to Phone Sourcing at 9:41am on June 9, 2008

Topic: Stop Calling My People!: rget. If anyone would like to lead this discussion let me know! Hi Maureen, I have worked mostly for CRO's (Contract Research Organizations) while hiring Clinical Research Associates (CRA's). I worked at a major CRO for 3.5 years. I was aware that this CRO would track emails and if any competitor would try to contact their people - they could eventually block that person from being able to email into this CRO. As well ... if we hired too many people away from any one company ... it usually got up to the CEO or President of that company. Their President would usually call our President ... and then eventually ... we might even see some sort of legal document threatening to sue our company - if we kept hiring their people away from them. Because of all this stuff - it is sometimes tough trying to cold call into a competitor to see if any of their people might be interested in talking about the opportunities I am presenting. Does this make sense? ~Fino I went to Google in preparation for today's MagicMethod classroom chat expecting to find a lot more on this subject of “cease and desist” than I found –I thought others would be eager to share their horror stories about receiving scary, off-putting letters like Fino experienced, some-of-whose arguably real and malicious intent is to squelch competition but alas, there appears to be a dearth of (maybe a reluctance to report?) harassment instances like this online. What I did find was that this issue (cease-and-desist) was more commonly attached to Non-Compete Agreements, including Non-Solicitation and Confidentiality (A/K/A “restrictive covenants”) with the “letters” being addressed more commonly to the supposed errant employee (with whom a legal relationship exists)in question. The take-away, for me is that many actions like these border on the ludicrous and some of these events represent near-desperate attempts by companies and/or individuals to disregard the rights of employees under the smoke and mirror guise of unfair competition. HOWEVER, Fino reported: "...if we hired too many people away from any one company..." The "too many people" part of his report deserves discussion and hopefully we'll be able to discuss this today in the classroom chat. The following excerpt is from Module I of the "Magic In the Method" telephone names sourcing course: In general, if you’re not acting purposely and maliciously to destroy a competitor, you are free to source into your competitors for good employees. My favor falls on the side of our industry practices in the name of free enterprise. I am well aware that corporate has some grievances that are well-founded and deserve attention. Corporations can be harmed by losing key employees to competitors. Most importantly, they stand to lose trade secrets which strikes at the very heart of their existence, and curiously, in my opinion, at the very heart of free enterprise. At first glance, we’d all like to believe it has nothing to do with us. But does it? It seems to me the issue lies with our intentions. It’s hard to find any guidelines for hiring a competitor’s employees out there. Basically, the following is my brief interpretation of the subject - it just seems like common sense to me. I am not an attorney, nor do I have any aspirations (or hope ever) to be one. It’s an admirable profession, far beyond my capabilities. A very good guiding principle for hiring a competitor’s employees should be: “Any employee is not entitled to use or disclose the former employer's trade secrets, and the new employer is not entitled to use the employee as a conduit to gain the benefit of the former employer's secrets.”In other words: DO NOT hire a competitor’s employees if your intention is to put the competitor out of business. DO hire a competitor’s employees if your intention is to gain good employees. Restrictive Covenants Be aware of them. Be also aware that they may be fair or unfair. See your state laws for applicability. A little learning on this subject can be dangerous! Trade secrets need to be protected regardless of what law applies. ****** I did find some interesting reading this morning on the subject and I thought you all might be interested in brushing up on some of it before "class"! Let's not forget all the Yadda Yadda about me NOT being an attorney and the fact that the opinions I present here and in "class" are mine and NOT to be taken/acted upon without the advice of a real-live fire-breathing attorney. Cease and Desist Letters – How Legal? ERE discussion What can be protected? Generally speaking only something that can be considered proprietary, a secret, a special application, a unique strategy, a mailing list, not general business practices. Thus for example, without specialized training and a unique application a secretary cannot be restrained from being a secretary in another office by a non-compete clause. However if the secretary handled sensitive information and had unique contact with secret sources, and specialized training it may be possible to restrain the secretary from working in the same industry for a brief time period to prevent damaging disclosure of confidential information.Other additional efforts would have to exist, such as the business exerting efforts to protect this information and thus treating it as confidential, laying the groundwork for such a claim to be made and the non-compete being enforced. Finally the area and time period is narrowly construed with time being two years or less, and distance unless its an industry issue being quite narrow, a few miles, ten at the most.So what’s the point? When narrowly applied to a specific situation for legitimate reasons as intended by the statutes, it provides reasonable protection to the employer who must share his secrets with his employees. When issued merely to restrict competition and remove the opportunity for an employee to gain work elsewhere, it is deemed a restraint of trade and seldom enforced. This argument here. Non-Compete Agreements, including Non-Solicitation and Confidentiality (A/K/A “restrictive covenants”) here. Enforcing Noncompetition Agreements here. Guide to assessing & responding to cease and desist letters here. They want your (Internet) “Cease and Desist” letters! Do you know your online rights? Have you received a letter asking you to remove information from a Web site or to stop engaging in an activity? Are you concerned about liability for information that someone else posted to your online forum? If so, this site is for you. Chilling Effects is a joint project of the Electronic Frontier Foundation (EFF) and clinics at Harvard Law School's Berkman Center, Stanford Law School's Center for Internet & Society, Boalt Hall's Samuelson Law, Technology and Public Policy Clinic, and other law schools across the country. SampleCease and Desist Letter To attend today's MagicMethod Classroom Chat go here at noon (eastern standard time), sign in and then click on "Main". Look for the grey "chat" field in the middle of the page - that's where it happens! Like what you just read? MagicMethod is brimming with information like this and will show you the inside tips and techniques of true telephone names sourcers! Subscribe today here. ****** Attend the MagicMethod FREE one hour LIVE phone sourcing classroom chats on Tuesdays and Thursdays on the MagicMethod network here. ****** Attend the MagicMethod Phone Sourcing Seminar in Cincinnati on June 24 sponsored by the Greater Cincinnati Human Resources Association. Email gchracincinnati@aol.com for registration form or call Suzy Hoffman at 513 554 4747.…; Added by Maureen Sharib at 9:05am on June 10, 2008

Topic: Resumes Tip: a 5-second glance. A great way to do this is to use job titles and skill headings that relate to and match the jobs you want. For example, compare the headings Roger used in his before resume to the headings used in his after resume. Before Resume: Accounting / Recordkeeping Administrative Computer Skills After Resume: Management of A/R and A/P Accounts Computerized Accounting Applications Departmental Administration / Recordkeeping Which set of headings are the strongest for an Accounts Payable / Receivable Manager position? Even though Roger's title was Accounting Assistant, he actually managed over 1,000 A/R and A/P accounts. Using skill headings that market the true nature of Roger's job duties will generate him more interviews and higher salary offers. For more examples, like this one and the ones discussed below, click on 60 Free Online Resume and Job Search Workshops at ProvenResumes.com. Tip 2 - Use Design That Grabs Attention Employers make snap judgments when glancing at your resume. If they see unrelated job titles or skills the likelihood is very high that they will make an immediate assumption that you are not qualified for the job you want. Adding to this problem is the fact that employers don't have the time to read through each of your job descriptions to determine if you have the skills they need. You Must Do That For Them! The design of your resume must highlight the most important information about your work experience, skills and education. At first glance this information forms the image that employers have of your skills and abilities. Tip 3 - Create Content That Sells Resume design should get attention but it's really the content of your resume, the descriptions you include of your skills and abilities, that determine how many interviews you generate--as well as the level of salary offers you receive. Compare the before and after statements from Roger's resume shown below:Before Resume: Maintained records for accounts receivable and accounts payable accounts. After Resume: Managed over 1,000 accounts receivable and payable accounts working directly with the Chief Financial Officer. Which of these examples presents Roger as being more qualified, having higher skills and worth a higher salary? As this example illustrates, our image of Roger is changed and elevated when we read the after example. For more examples of how to create powerful content click on 60 Free Online Resume and Job Search Workshops. Tip 4 - Quantify and Use Power Words As Roger's after statement demonstrates, using numbers to describe your achievements and responsibilities can greatly expand and elevate your image. Using numbers and quantifying creates vivid images in our mind when we read them, whereas general statements like the before examples are easy to skip over or forget. Typically the more specific you can be in describing your duties the better. Another strategy that is extremely important in controlling the image that employers develop about you--is to use Power Words or verbs that match the level of position you want. For example, Roger wants to use the experience he's gained to move into a management position. To strengthen his image he should use as many "management oriented" words as possible. Which example below do you think is the strongest? Typical Verbs: Gave work assignments to staff of entry level accounting clerks. Power Words: Directed workflow, supervised and trained accounting staff performing posting to general ledger, accounts receivable and payable accounts. Tip 5 - Analyze Ads and Job Descriptions to Identify Key Words Learning how to analyze the key words that employers provide in help wanted ads and job descriptions is a key element in creating powerful resumes. For example, read the ad Roger found for an Accounts Receivable Manager below and see how many key words, phrases, or skill descriptions that it includes. Accounts Receivable Manager Seeking experienced A/R Manager to oversee accounts, manage billing and collections, train accounting and clerical staff, develop status reports for management and prepare monthly balance sheets. B.A. Degree or A.A. Degree with minimum of 2 years experience required. Even though this ad is small it contains 12-13 key words or phrases that should be addressed in Roger's resume. Roger can also key words from an ad like this to create headings for his resume such as: Key Word Skill Headings Management of A/R Accounts Billing and Collections Supervision of Accounting and Administrative Staff Balance Sheet and Management Status Reports Tip 6 - Identify and Solve Employer's Hidden Needs In addition to the skills or needs listed in the ad shown above, the employer will have many more needs that Roger should identify and address in his resume and cover letter. For example, this employer will need someone who can deal effectively with other departments, research accounting issues and records to solve problems. To beat today's heavy competition for jobs, it's important that you identify and anticipate the full range of needs each employer faces and show how you can solve those needs. Tip 7 - Sell the Benefits of Your Skills Most resumes provide a list of duties that each applicant has been responsible for--without explaining the benefit of those skills to employers. For example, a secretary's resume might state she can type 80 wpm and is extremely accurate. This statement lacks an explanation of how her typing speed and accuracy benefit an employer's bottom line. The real benefit is that the employee can produce more work and ultimately save the employer money. A better statement for this person's resume would be: Selling The Benefits of Skills · Achieved top production volume by maintaining high degree of accuracy with typing speed at 80 wpm. · Cut labor expense over $6,000 annually by eliminating the need for part-time wordprocessing staff. Tip 8 - Create An Image That Matches The Salary You Want As you write your resume, keep in mind the level of job and salary you want. Be sure to create an image that presents you at the appropriate level. For example, language used in a resume for an $8 an hour position is much different than the language used for a $16 an hour position. I recently met Lynn, who had held a Health Insurance Claims Management position making $42,000 per year. She had retrained for the accounting field and hadn't yet gained any "direct accounting experience" although she had prepared monthly accounting reports as a Department Manager. I was appalled when she shared the resume she had been counseled to create. It began with this statement: Seeking an entry level position in the accounting field. Now what pay rate do you think this statement would motivate employers to offer Lynn? A much better statement would be: Seek an Accounting position utilizing my experience: · Managing a department and accounting for up to $250,000 in monthly claims. My goal is to help people either stay at their current salary level or move up--not go backwards. As you can see, the last statement greatly elevates Lynn's image and will be much more likely to generate salary offers comparable to her last pay rate. Tip 9 - Prioritize the Content of Your Resume Another big mistake that job seekers make is to list very important data in the lower sections of their job descriptions. As you compile statements for your resume, prioritize them by importance, impressiveness and relevance to the job you want. Remember that a strong statement which uses power words and quantifies will affect every statement under it. Read the two examples below. Which one has the most impact? Unprioritized Maintained records control, filing, office supply purchasing and equipment maintenance. Managed front office functions to support the President, Vice President and staff of 20 Sales Representatives. Prioritized Managed front office functions to support the President, Vice President and staff of 20 Sales Representatives. Maintained records control, filing, office supply purchasing and equipment maintenance. Tip 10 - Tweak and Target Your Resumes and Cover Letters You will generate many more interviews by tweaking your resume and cover letter so that they address the specific skills each employer requests. For example, Sally originally wanted a customer service position, then found an ad for a Retail Management opening. How well qualified do the headings in the left hand column present her for the Retail Management position? Do you think the headings in the right hand column will generate more and better interviews for Retail Management positions? Customer Service Cash Accountability Computer Skills Retail Management / Customer Service Cash Accountability / Supervision of Retail Stations Retail Accounting Applications Sally's actual title had been Lead Cashier, even though she managed her own retail cashiering station in addition to 6 other cashiers and stations. Once Sally had created her original resume, it only took about 5 minutes to tweak and relabel her skill descriptions to fit Retail Management positions. This "relabeling" is entirely truthful and is extremely important in landing more interviews because it allows job seekers to apply for, and look qualified for, a wider range of jobs.…; Added by C. B. Stalling!! at 11:20am on October 21, 2008

Topic: Why RecruiterGuy Loves Recruiting!: ally it is not the money that makes the difference when deciding if you love what you do. The important factors are the potential to make an impact; and to have fun. When developing my love story with recruiting, I thought it would be appropriate to spell it out! R – Recruiting has been my professional life since 1981. This business is too easy to leave, particularly during recessions. My longevity is a demonstration of my love for recruiting. E – Energy is required in the recruiting industry. Too often we are told we cannot do something because don’t have experience in that field. It is fun to listen to that story; and then bring the client the best candidates they have seen in ages, not just the same recycled candidates. Candidates and clients alike are attracted to people who have appropriate levels of energy. C – Creative Juices – Every single time I begin a new recruitment contract, I am rewarded with my creative juices flowing. How can we improve current recruitment processes? What tweaks can be done to the recruitment strategy to use technology to attract candidates and not repel them? What is the best way to source each position that I need to recruit? The same process rarely works for all positions. What is the Corporate Culture? How do managers react to resumes; and how can we motivate them to be more responsive if needed? What is the best story to describe my client and its culture to show them in the best light? Each candidate has different needs. Does the client meet their needs? How do I sell reluctant (as in passive) candidates on the position? R – Ring, Ring – How many times since 1981 have I heard that wonderful sound? Countless – probably at least several hundred thousand times, both when I was receiving calls and when I was smiling and dialing! There is that air of anticipation prior to the response of the person answering the phone. What was the sweetest ring, ring? Possibly the reluctant technology candidate who interviewed with a client on Christmas Eve morning. She was invited to stay for a small office potluck lunch (during which the hiring manager polled the interviewers), and received an offer just before she left. Ring, Ring on Christmas night – she called to accept. U – Unique - Every company feels it is unique, and they are. However, recruiting is a sales process. If we help our clients follow the recruiting sales process, talent acquisition becomes easier because they are not fighting candidates’ instincts and conditioning. Using the sales model, it is easier to lead the candidates through the process. “Now the next little step (No Big Steps for My Candidates!) is to…” I – Intelligent – We accept that everyone is intelligent. Well until they pull a stunt that makes you wonder what in the heck they were thinking – or smoking - or drinking. Just about the time I begin to feel neither candidates nor hiring managers can surprise me, someone does. For instance an IT Manager once asked my candidate if she was fine working 120 hour weeks! When I asked him how those weeks were structured, he replied “Well sometimes we work 80 hour weeks.” Jeese! Or, another hiring manager in DC who replied when my candidate gave her level of compensation, “So you say!” Then he pulled his lunch out of a drawer and began eating. Since he had not completed his interview, he followed his lunch with a cigar – true story! When I debriefed her, my jaw was slack. She said he reminded her of Archie Bunker – I can see why. Not saying candidates don’t pull stunts. They do, and they can be pretty darn creative – like the candidate who posed as a female recruiter referring him after he had previously burned a bridge with me – and was upset that I would not forward his resume to my client - Still not going to happen, “D”! You have to love a business that can keep you entertained with those kinds of surprises! T – Talent sourcing is one of the most important aspects of our business. This requires equal parts detective work, intuition, reading between lines, and energy! For me, I love to direct source (back to Ring, Ring!) and find that passive candidate who didn’t know they were unhappy until they met me. Isn’t it fun to enlighten people? Obviously my client has to be the right place/position/manager for the candidate. I help candidates think clearly (well, that’s what I call it!). I – Intuitive – Aw, there’s the intuition again. It is important to have such a good understanding of my client, the hiring manager (“You’re going to Love working with Jane/Joe!”), and the job that once I have interviewed them and understand their current employment, I can confidently say, “Don’t you feel this is the best opportunity for you right now?!? Look at your growth potential!” N – New Technology – Wasn’t it great when we were able to fax resumes!!! Wow! Instant resume, instead of waiting for the Postal Service to deliver it. Yes, I remember anxiously awaiting the mail for THAT resume (Remember the song “Anticipation”?). Then we stuffed all of that paper in file drawers with little or no chance of ever finding it again. In our agency file cabinets were everywhere. The downside of the faxes was the fax paper (Remember how it faded in sunlight??). Then we had rolls of resumes. There were times our fax machine had a pile of fax paper on the floor and we had to cut each page. You “young” recruiters are So Spoiled! We were the cutting edge of technology! Then in 1992 I began a recruiting contract with MCI in Virginia and was introduced to MCIMail. Cool! Of course, no one could penetrate MCI’s firewall so my resumes were still paper or fax paper. Email was received in hotel rooms at 2400 Baud. What’s that? Think of molasses in winter! We had wires strung across the hotel rooms because there was one outlet 10 feet in one direction and inevitably the phone was by the bed so I carried 20 feet of telephone wire with me when I traveled – even took down the telecom system at the Cornhusker Hotel in Lincoln, NE 3 times one day by polling email, but that’s another story. Remember OCC? That was Bill Warren’s company. He is the father of the Job Boards. OCC was sold to Monster and Bill became President of Monster. When I was the Recruiting Manager at McLeodUSA in 1995, I signed us up on OCC. Now that was truly cutting edge Internet recruiting! I think there were maybe 100 candidates’ resumes on there. By that time Prodigy and AOL had the edge on consumer access to the new Internet wide world web!!! Since then we have tremendous change, some is good and some is bad. Probably most is good. The problem is that some so called recruiters hide behind the Technology Also Led Exceptional Obstacles in candidate sourcing/tracking. What’s not to love when companies create business opportunities with their use of technology? G – Growth is unavoidable when business changes as often as recruitment does. Many times I have counseled my clients that recruitment is dynamic and fluid. You have to look at the recruiter barometer to determine what will happen next. The change and growth is not for everyone. It’s only for the successful recruiters who love the industry and its changes. When I began recruiting, there was a fledgling personal computer industry with ms/dos as the operating system. Apple came shortly after but was primarily used in schools. Our admin typed resumes with an IBM selectric typewriter – and after she left for the day, we typed the resumes for ourselves so we could get them to clients by the morning. During this period I discovered my passion for recruiting. It didn’t matter if I was paid well (my fees gave me a nice income). I was having so much fun that time flew and oh by the way, They Are PAYING Me to have this much fun! While my recruitment model has changed to a flat monthly fee, I still calculate what my contingency fee would be. Funny! The adrenalin still flows. I love the recruiting industry!…; Added by Bill Humbert at 9:55pm on February 8, 2012