Dan Kilgore

Talent Acquisition Podcast: Dan Kilgore. Recruiting Challenges in 2011

Global Talent Acquisition Strategies for 2011: A Conversation with Dan Kilgore, Principal, Riviera Advisors.

Welcome to a special Talent Acquisition Channel podcast on TotalPicture Radio. This is Peter Clayton reporting from Riviera Advisors' 10th anniversary celebration in Long Beach, California, Joining me is Riviera Advisors' Principle, Dan Kilgore a seasoned recruiting and staffing leader with more than 25 years of highly-focused talent acquisition leadership experience. Prior to joining the Riviera Advisors team, Dan served for almost ten years as Director, Talent Acquisition for Getronics, NV, a $4 billion global provider of Information Technology solutions and services. While at Getronics, Dan implemented innovations such as Total Recruiting Process Reeingineering, streamlining workforce planning, implementation of recruiting technology tools, creating centralized sourcing, and award-winning employer branding and university recruiting programs.

Interview Transcript, Dan Kilgore

Welcome to a special Talent Acquisition Channel podcast on TotalPicture Radio from Riviera Advisors' 10th anniversary celebration in beautiful Long Beach, California. Riviera Advisors is a premiere global human resources consulting film that helps organizations worldwide improve their internal recruiting and staffing capabilities. Visit RivieraAdvisors.com/podcasts to access all of our interviews with HR and talent acquisition leaders recorded at the 10th anniversary celebration as well as many thought leaders and HR and recruiting recorded at IACPR, SHRM, ERE and other high-profile conferences and events.

Welcome to a special Talent Acquisition Channel podcast on TotalPicture Radio from Riviera Advisors' 10th anniversary celebration out here in beautiful Long Beach, California. This is Peter Clayton reporting and joining me now is Dan Kilgore who is a principal with Riviera Advisors.

Peter: Dan, welcome the show.

Dan: Thank you. I appreciate it and look forward to the opportunity.

Peter: How did you get involved with Riviera in doing this kind of work?

Dan: I've been involved in recruiting, talent acquisition for something north of three decades mostly with large companies, some small healthcare, a lot of high-tech background. During the 90s, I stepped away from the corporate world, set up my own consulting practice doing recruiting process consulting, very similar but on a much smaller scale basically focused on the New England area.

I went back in for another 10 years into the corporate environment. I had met Jeremy Eskenazi in there probably half-way through, we got to know each other and he always said to me, "The day you're ready to step back out of corporate, let me know."

The time came two years ago, I had been in touch with Jeremy and the intent then was I was going to go back and re-hang the shangle, do the same type of work I had done previously. Jeremy - the more I get to know about Riviera, the more excited I became and realized he was a true national and global version of what I had done regionally and therefore, to be affiliated with a prestigious company such as Riviera and one that has had such an impressive client list would clearly be the way to bring my talent back to the market, and I've enjoyed it for two years.

Peter: Tell me about what kinds of industries you've had experienced working in?

Dan: Way back, human services and social services, but then I spent probably my greatest developmental time was with Digital Equipment Corporation.

Peter: Ah, I remember them.

Dan: Oh yes, through the '80s and the '90s, it was a great ride while it lasted.

Peter: Yeah, a great company.

Dan: All the way until the PC arrives and the mini disappeared. After that, I did a little bit in healthcare with Blue Cross/Blue Shield which was a fascinating experience because I was still at that public quasi private for profit and not-for-profit blend. Fascinating.

Since then, I have worked not only again with a heavy focus in high tech in a career position; I was with the company called Getronics. Most people would know that as Wang Global, but again, it was IT services provision with about 5,500 employees spread across 35 countries and I headed up talent acquisition. It was fascinating then because it was a true cross-cultural experience and I gained a tremendous appreciation for where not only the US is in it's labor and talent practices and future and the demographics, but the mix and how that related with the rest of the world because there's Europe, there's a whole Mid-East to Far East and it's truly a global economy now, so that very few companies have the luxury of looking locally and parochially. Most companies today operate on a global on a worldwide basis and they have to and it's critical.

Peter: I totally agree with you and I'm not sure it's such a luxury to work on a local basis unless you perhaps are a plumber or something. To your point, this is the 10th anniversary of Riviera and certainly over the last 10 years, one of the tremendous changes and sea-shifts that has gone in business is the shift into global organizations even for small companies.

Dan: That's very true, Peter. It's fascinating because during that time when I ran my own consulting practice during the mid '90s, I did an awful lot of executive coaching and that was probably the dawn of the globalization mentality, so that I found myself in a position oftentimes of guiding the underemployed or unemployed executive and really trying to broaden their view, their perceptions of where their next market challenge was going to be and what they needed to do to prepare themselves for that.

I think that when you combine that with the convergence of technology with technological advantages that are available now in the way of virtualization, instantaneous communication on a global basis despite our time zones. As top management begin to realize that, they begin to bring that back to the business, back to their business strategy, to their business outlooks, so that the business that classically may have looked first locally, then regionally and then even nationally begin to realize that uh-oh, there are things beyond the borders and it goes beyond the borders; it's beyond the continent. It's literally worldwide. And if they're not looking everywhere at the same time, the competition usually is and they'll be back on them to their detriment.

Peter: When you go in and you do a consulting project with a client, what are they bringing you in to accomplish?

Dan: Peter, we take great pride in picking the customer up where they are. There are some companies... I'll use a perfect example of a senior VP of talent acquisition I was talking to this past week, who when I was trying to get a feeling for where he was having issues where his pain points were and he chuckled and his response was, "It depends totally on where you are when," and I said, "Explain more," and he said, "I'm dealing in some of my global marketplace with reasonably sophisticated talent acquisition practices and mindset. They know how to do the latest, greatest. They know how to use the tools, the technologies. In other areas, at the other extreme, they're recruiting ala 1950." And he says, "I've also got to be able to guide those troops because I'm not going to bring them into the new millennium overnight. I've got to bring them along gradually within the culture, within the environment that they're in and my challenge as a global executive is to be able to deal with both sides at once without dumbing down what's working great and what's the latest and greatest by the same token, not embarrassing those divisions, those areas, those geographies that aren't quite using and they aren't the latest, greatest adopters of the technology, the tactics, other cultural norms." So the challenge is finding out where that customer is. Our approach then has to be very possibly be multifaceted where I'm guiding that executive on working one piece of their workforce; the guidance may be 180 degrees away on that other extreme where they're recruiting ala 1950.

Peter: That's interesting because one of the things I have spoken to Jeremy Eskenazi about it in some detail is the challenges of recruiting on a global scale and if you are recruiting for someone in China or in the UK or in Brazil and you don't have people on the ground in those locations who are part of your organization and have a recruiting mindset, it's very challenging. How do you go about making sure that you are bringing the right person into your organization if you have to rely on third party recruiters?

Dan: You truly have to embrace the fact that one size is never going to fit all. One practice is never going to fit all. One policy is never going to fit all. Not only are there tremendous legal variances from country to country and continent to continent, but the cultural variances are enormous and the counsel you received is right on target.

There are many people with nationality X who will not even speak with anyone who's not nationality X to initiate a conversation. Yes, they may have been told they need to learn English eventually to succeed in this business. That very first contact when you're reaching out to someone, when you're trying to establish a new alliance, a new relationship, if it's not from a local, there can be such an embedded distrust.

I use the term globalization a lot. at the risk of sounding ostentatious, I will give credit to the US business community from this perspective. We perhaps are one of the first groups to really recognize whether we personally like or dislike globalization, but to recognize that it is here, it is now. It's not a future trend that will be out there a decade or two. Some of the pieces of our own organizations for our global organization haven't necessarily come to that conclusion yet.

So when I say there are groups out there still recruiting from the '50s and the '60s, it comes down to cultural norms and values, to the point where they haven't embraced globalization yet. They are still very much inculcated within their own culture, within their own country's timeframe, mindset and by the way, speed which is a tremendous variable across the world. The speed of business, how it moves, how it doesn't move. You need to appreciate that variance going in or you won't get second base.

Peter: Dan, in addition to the tremendous changes that have taken place over the last decade around talent acquisition from a global perspective, what are some of the other sea-changes that you have experienced over the last decade and that you think are really prevalent now and important for HR and recruiting leaders to pay attention to?

Dan: Peter, I think most of them can be explained in demographic concepts and the pace of change as it speeded up and I sound a bit Kafkaesque here, the pace of change has increased incrementally in the past two decades, but from a demographic perspective, when you look at populations and workforces, the things facing the baby boomers were a whole different set of challenges and tasks that then subsequently faced the Xers and then came the millennium group. So it not only becomes multicultural on a global basis between nationalities, between countries, between histories, but intergenerationally within a workforce, so that you can get down to the point within a workforce, not only do you have mindset differences, a total different set of expectations. When you're on the talent acquisition hunt, meaning what is a career?

You talk to a 50 or a 60 year old; they have a set of expectations it's pretty easily defined and most of them unfortunately still have perhaps their parents' expectations around a career, commitment to life and a job commitment to life that was reinforced and reciprocal from the employer. Then you get into the Xers, which was a markedly different population who saw what happened to their parents, who saw the disruption of the corporate promise of the '60s, more of the '70s and the '80s as downsizing become de rigueur who then the Xers approached the workforce with a 'wait a minute, there may be a better way to do it. Perhaps I should look either entrepreneurially or I have to start looking at a strange concept like ME Inc.'

Now when you think about that, that's pretty radical, because their parents didn't understand it, so they couldn't go to mom or dad for guidance on their career. They were out there breaking new ground amongst themselves.

Then you bring in the next generation, the millennials who are approaching it from a totally different - I don't want to say Me-centered but I have X to contribute to the world, I want to contribute it where I want to have fun and I expect the world to be able to compensate me accordingly. Different mindset where you have the conflict comes as many of your captions of industry, your leadership tends to be chronologically the older. So they have the value expectation of a workforce that's going to reflect their own, it doesn't and I'm not sure it ever will again.

So there is the internal preparation and education and a culturalization that you need to work with the leadership of a company to develop a comfort across those talent variances and then an ability to make them work symbiotically, so that there's winners on both sides.

Peter: As you said, this is really the first time in history there have been four discrete generations in the workplace at the same time and when you look at millennials who are digital natives, who grew up using a computer who are very comfortable with all of the technology and the devices and back to your point of most of the leaders today are still in the baby boomer generation who don't have that comfort level or understanding of what this new technology can do and how the millennials are using technology, add the pace of change, 600 million users on Facebook over what period of time. It's the fastest ramp up of anything in history. And so you look at all of these stuff and there's no wonder that a lot of boomers especially you're going what's going on here?

Dan: You can picture the frustration and you can picture the frustration and I've sat in, I've been a part of the frustration in the boardroom, or in the C-level offices. When they're getting together for senior staff meeting and you ask a simple question amongst the senior staff like how many of you have a profile on LinkedIn and you start hearing the fear-mongering. "Oh my God, I'm not going to let my privacy be exposed that way to someone else..." Now, let alone these are the same guys that have been floating resumes out there for 20 years...

Peter: Right.

Dan: ...without being able to control the paper, but they're not even going to approach LinkedIn and then they're dealing with the millennial who's basically got not only their entire life, but probably last weekend's party pictures that have gone viral on YouTube. And to try to get those two parties to understand - let alone to work together, to appreciate their differences, is a challenge.

Peter: So many large companies block YouTube, block Facebook, block LinkedIn, block Twitter, and so what happens, Dan, as you well know all of these millennials and Xers come to work and they've got their iPhone or their BlackBerry or their Android phone and so they're still connected to their networks because it's so important. Millennials are tribal. They have their whole alumni network on their cell phone and they stay in contact with them. There's just so many things that have changed and when you're blocking all of the social networks from use within an organization, that sends a message to these millennials, like, "Hey, these dudes don't trust me." Right?

Dan: Here's a perfect example. I ran across a, it was a high-tech company with a helpdesk operation. So picture a helpdesk center, a thousand people lined up in their cubies, all queued into their computer and standing in queue to take customers' technical problems. First thing the company did is put in all sorts of bans on personal use of the company hardware of course, for any personal communications, telephone or computer, etc. They actually get carried to the points before we get there where they were had started experimenting with installing scramblers, electronic blockers in the air that would literally segregate the building, sort of like you'd see in a defense institution or something else where...

Peter: Wow!

Dan: ...radio waves were not going to be allowed in or out. They piloted it in one section of their helpdesk with about 150 people in it, turnover doubled in the first two months and they couldn't imagine why. They had no clue what caused it, because they also had favorite managers there and supervisors. We took one look and said, "What have you done. You've just put a gag and a bind and handcuffs on most of your workforce. That is not the way they're going to live. They would rather live on unemployment than to live under those circumstances. You took away their lifeblood." They changed it. They got right back to, lined up with the rest of the company in no time flat, then we began to work on some deeper understanding issues.

Peter: That's really interesting and some of this stuff, I mean you have to go into these places and just go, "What are these people thinking?" It's like serfdom. Do they really expect employees in 2011 to just go, "Oh okay, if that's the way it is going to be." No! Especially with the millennials, they're not going to do that.

Dan: No, they're not and usually when you dig down, you're right; whether it's the perception of fiefdom or whether it's a combination of ignorance and just a tremendous generational difference with the ones calling those decisions with the ones making the decisions, they haven't understood, they refuse to understand, and they refuse to go along with the difference in the workforce, so their options are either go hire from their peer group and they're going to be challenged to find 50 and 60-year-old people willing to work at a technology helpdesk with the skills or change their values or change their leadership, and sometimes all three of those can be options.

Peter: One thing I'm interested in hearing from your perspective Dan, and it seems to me that today when you talk about high potentials which of course is whom everyone wants to recruit are those high potentials, those top candidates out there. Ten years ago, there was a lot of industry segmentation to who those top potentials are. Today, not so much. Microsoft is trying to recruit the same people that BlackBerry is trying to recruit, that Apple is trying to recruit, that GE is trying to recruit, am I right?

Dan: Very much so, but I think I know what the challenge is Peter, and companies who were on top of it have begun to recognize this too. The definition of a hypo, hypotension...

Peter: Right.

Dan: ...and I remember this from early in my career usually had a commonality of definition 15 years ago, 20 years ago and part of that was not only the person's previous track record but their stated goals, their aspirations, their career direction and career guidance and almost without exception, those categories aligned with the people making the go, no-go decision, the hiring authority. Because of the differences in the workforce today, try to get consensus around definition of a hypo. A high-performing millennium doesn't look anything like a high-performing baby boomer does.

Peter: No, because that high-performing millennium probably has some tattoos or body piercing?

Dan: I was going to say and a few pieces of metal hanging on their body and their own work habits in the hours they spend doing it and the location they spend doing it from.

Peter: Right.

Dan: Now, their final output may be higher than it was 20 years on a per work unit productivity perspective.

Peter: Yeah, because they can actually multitask, right?

Dan: Yes, they can and they know how to do it, but the point is they can do it from anywhere. It doesn't have to be onsite. It doesn't have to be in-site. It can be done because the tools, the technologies have been developed that support that. So now you've got a manager who's trying to define a high performer, I'm not sure that person fits the bill. They like the output but they're going crazy. They're going crazy with managing because they're still looking from an old mindset, an old paradigm of what managing been, what managing is supposed to have been and it dates back - that probably goes back 100 years. What does supervisor mean? Watching the work of someone else.

Peter: Ford Motor Company in 1920 is not the same as Ford Motor Company in 2011. They're still making cars.

Dan: They seem to have recognized that in the last few years...

Peter: Yeah, they sure have.

Dan: ...which one of the reasons they're still hanging in and doing pretty well at it.

Peter: Yeah, they sure have. Given the fact that we've been talking about the difficulty of defining of who a hypo is these days and the mobile nature of the workforce and the virtual nature of the workforce, how has recruiting changed from the standpoint of being able to engage with these millennials out there?

Dan: That's an excellent, excellent course of inquiry, Peter, and let me explain why, because it goes an awful lot at the very reason for being for consulting firms such as Riviera. Because recruiting talent acquisition, because the value set that it takes to acquire top talent today and engage them and maintain that engagement which is perhaps even tougher to do than it is just in the first acquisition has become such a variable, the challenge has become at the leadership level, because leadership by its very nature by definition typically does not turn or churn as fast as the rest of the workforce does. That stability has some upsides - institutional memory, learning, etc., that's good.

The downside of that is when a mid manager coming up learns people management strategies, talent acquisition strategies that are successful, they tend to carry those into their more mature years that perseverates the behavior and makes it tougher to change. So oftentimes we find our biggest challenge in talking, especially with talent acquisition leadership, is to find out where their head is at, where their head set is at towards their philosophy of talent acquisition and see if it is truly, call it self-actualized - is it truly understanding of the variances in the workforce out there today or is it lockstep mindset into they were what they were when and they're still there. And that becomes a challenge because nobody is going to get their heart to change its location, but their mindset and their understanding must in order for them to effectively manage, attract and retain the top talent today.

So it's getting people through that value shift. It's getting people up to that point where they can get beyond the ego threat of "My God, I think I need help with this even though I have 20 years or 25 years of recruiting experience behind me, perhaps I should ask for a little help"

Peter: One last question for you. You and I spend a lot of time at these conferences, ERE, SHRM, HCI, all of the recruiting and HR conferences and the two nightmares I've seen in the last year at these events, one employee engagement surveys, two retention. Every senior level talent acquisition person I speak to at these events is terrified that as soon as the economy notches up two or three more points, their best people are out the door.

Dan: Being someone who has amount of service delivery experience on the outplacement side, they're not totally wrong.

Peter: Yeah, I don't think so.

Dan: A certain amount of that will happen and that is because of the trend that when the going gets tough, people hunker down. Even the good folks hunker down.

Peter: And they've been beat up, Dan.

Dan: Yeah, they have been beat up because the raises haven't had to be there. In fact, in some cases there has been compensation retraction, benefit retraction, how to work as downsizing has occurred. People didn't take away jobs, they just took away payroll, which meant the work still had to be done.

Peter: Somebody else did it... let the ones left standing.

Dan: Right, so now they're that much more strained, they're that much more pent up feeling. The insidious side of that problem is not only will the back door open and the flood gates open up, but their aces are going to be the first out the door.

Peter: Oh absolutely, because they're the first ones that are going to be able to leave, right?

Dan: And they're attractive so fast forward, 12 months, 24 months after recovering and what have you got left? A turkey farm. The ones who also tried to leave, they couldn't because they couldn't get through the screening process on the other end.

Now, my best counsel to a senior HR person who's trying to work through the issues to deal with that retention is recognize it ahead of time, start taking steps proactively. If you wait until it's reactively, you're going to be too late.

Number 2 - Why have you got where you are now? Has there been some tough business decisions that have been made and have they been explained? Has there been any attempt to bring the understanding of the employees along? Of course, it has in some cases. In many cases, there hasn't, so they've been told nothing, but as you said, they've just been beat on. Well, when you continuously get beat on and you hear no logical reason for it, it's pretty easy to build up an emotional feeling, so they'll respond to the emotional feeling.

The irony of it is, is during the tough economic times, during the recession area period, oftentimes you'll see recruiting staffs, not at the leadership level but recruiting staffs where they brought in the younger recruiters to bring in their fellow younger workers. They've succeeded, but have they done the same thing at the employee retention side of the HR structure? At the employee relation side? Have they brought in people who are used to dealing with the different workforce and have they listened to them if they have? That's steps that can still be taken now that can potentially ward off the flood. Prevent the flood. No, the water is going to get high. One way or the other as the world economy snaps back, the waters are going to rise. The companies who take proactively the steps necessary to try to protect, preserve that workforce and communicate with that workforce are probably going to have a lot less flood damage and they're going to come out of it the winners.

Peter: Dan, thank you very much for taking time to speak with us today on TotalPicture Radio. This has been fun.

Dan: Peter, I want to thank you for the opportunity and thank you for what you do...

Peter: Thanks.

Dan: ...because in talking earlier, I know you mentioned that one of the reasons you enjoy doing this and talking to some of the people at the conventions and the meetings, you bring a third dimension to the material, the information that's shared. I've been to too many conventions to count I think in my life and it's fascinating to watch the people going out of their own Friday afternoon with their little diddy bags filled with goodies and their heads bursting with new ideas and thoughts then you call them a week later and they say, "Convention? What convention? Oh yeah, I think I saw this. I think I saw that."

With the tools you're creating and making available, it can keep some of it alive and repetition can sometimes be the best learning tool not to just hear it once when the talking heads up there on the stage doing it, but to go back to revisit this to share it and to go back to your boss, and say listen to what I sat through because there are some points here; can we have a staff meeting and talk about this?

Peter: Right.

Dan: That's a tool they didn't have.

Peter: Thank you and yeah, a lot of what I try to do and a lot of the encouragement I get doing this show is the fact that people who don't understand what's going on in recruiting and don't understand how staffing is done today, in these interviews with folks like yourself who are real subject matter experts, they really get an understanding of what's going on, what they need to do to help promote their own careers.

Dan: How true, and that's a concept that's still alien to some of the workforce out there - self-promotion.

Peter: Right.

Dan: But more and more are learning and heaven knows the world has given them the tools to do it today.

Peter: That's for sure.

Dan: Now, if we can only convince some of them not to YouTube their party from last weekend, both sides will win! ☺

Thank you Peter.

Peter: Thank you Dan.

We've been speaking with Dan Kilgore, Principal, Riviera Advisors. Dan is based in Boston, Massachusetts.

We're always interested in hearing from our listeners. Please share your thoughts and opinions on our podcast today.

Visit the Talent Acquisition Channel of TotalPicture Radio, that's TotalPicture.com to add your voice to this discussion and be sure to visit RivieraAdvisors.com/podcasts for a complete library of thought-provoking in-depth interviews on HR and recruiting including the complete transcripts from these discussions from Riviera Advisors' 10th anniversary celebration. To learn more about Riviera Advisors' real world experience in leading and managing corporate internal recruiting and staffing functions, please call toll free 800-635-9063 or visit RivieraAdvisors.com.

Riviera Advisors is a member of the ASHER Talent Alliance, a global alliance of talent acquisition providers working together to benefit the unique and individual needs of their clients. To learn more about ASHER, visit ASHERTalent.com.

This is Peter Clayton reporting. Thank you for tuning in to TotalPicture Radio, the voice of career and leadership acceleration.

Dan Kilgore Biography

Dan Kilgore is a seasoned recruiting and staffing leader with more than 25 years of highly-focused talent acquisition leadership experience. Prior to joining the Riviera Advisors team, Dan served for almost ten years as Director, Talent Acquisition for Getronics, NV, a $4 billion global provider of Information Technology solutions and services. While at Getronics, Dan implemented innovations such as Total Recruiting Process Reeingineering, streamlining workforce planning, implementation of recruiting technology tools, creating centralized sourcing, and award-winning employer branding and university recruiting programs. Dan's team at Getronics was awarded with recognition from such organizations as the Electronic Recruiting Exchange (ERE), the Recruiting Roundtable and the Corporate Leadership Council. Subsequent to his tenure at Getronics, Dan led a highly-specialized consulting firm focused on delivery of recruitment optimization, strategy, and project services to many high-profile organizations in such industries as retail, hospitality, technology, and healthcare.

Prior to his work in consulting, Dan worked as Corporate Director of Employment and Workforce Planning for Blue Cross/Blue Shield of Massachusetts leading of staffing of more than 20 recruiting professionals supporting this major health care services provider. Dan also implemented a highly successful workforce and succession planning program, which resulted in decreased turnover and reduced recruiting costs. Subsequently, Dan spent eleven years as Group Employment Manager at Digital Equipment Corporation providing recruiting services and consultation to a region of 39 business units and 12,000 employees. Dan's prior experience also includes serving as Director of Human Resources and Labor Relations for National Patent Development Corporation.

Dan speaks to many audiences on the importance of serving as a consultative recruiting professional and the value of metrics, among other recruiting and staffing topics. Dan has held Board of Director and Chairperson positions with industry and professional groups, including: the Employment Management Association, Society for Human Resource Management, New England Human Resources Association, and the Association of Employment Professionals. Dan received a Bachelor of Arts from Clark University, and completed graduate work in Organizational Development and Human Resource Management at Clark University. Dan is based in Boston, Massachusetts.

About Riviera Advisors

Riviera Advisors is a premier global human resources consulting firm that specializes in helping organizations develop stronger internal recruiting and staffing capabilities. Working with organizations across virtually every industry, from start ups to Fortune 500s, Riviera Advisors blends an unparalleled and real-world depth of experience with specific expertise in the critical area of Talent Management. Riviera Advisors offers its clients a number of cutting-edge services including: recruitment process and organizational design; staffing, planning and strategy; and recruitment related training. Founded in 2001(celebrating our Tenth Anniversary) and based in Long Beach, California, USA, Riviera Advisors has representatives in Dallas, Texas and Boston, Massachusetts, serving a global client base. Riviera Advisors also manages the STARoundtable, (Strategic Talent Acquisition Roundtable), a networking, best practices and benchmarking community for corporate recruiting and staffing leaders. Riviera Advisors is a proud member of the ASHER Talent Alliance.

About Peter Clayton

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Peter Clayton, Producer/Host, is an award-winning producer/director of radio, television, documentary, video, interactive and Web-based media who has created breakthrough media for a wide array of Fortune 100 clients.