Even though there has been a 128% increase in job applications at SAIC since 2012, it's not easy for Kara to find qualified candidates for the 3000 job openings at her company.
Joining me today for a special Talent Acquisition Channel podcast is Kara Yarnot, Vice President, Corporate HR, Director-Talent Acquisition Center of Expertise at SAIC. Kara spoke to a group of job board operators at the IAEWS (International Association of Employment Websites) conference proceding ERE Spring.
SAIC is a FORTUNE 500 scientific, engineering and technology applications company that uses its deep domain knowledge to solve problems of vital importance to the nation and the world, in national security, energy & environment, health, and cybersecurity. The company's approximately 41,000 employees serve customers in the U.S. Department of Defense, the intelligence community, the U.S. Department of Homeland Security, other U.S. Government civil agencies and selected commercial markets.
One of the unique talent acquisition challenges Kara and her team face: often times they're involved in a tremendous amount of preliminary pipeline planning and development for roles that are based on being awarded government contracts. Other defense contractors bidding on the same contract are going after the same people, doing the same thing!Headquartered in McLean, Va., SAIC had annual revenues of approximately $11 billion for its fiscal year ended January 31, 2011. For more information, visit www.saic.com. SAIC: From Science to Solutions®
Kara Yarnot TotalPicture Radio Interview Transcript
From ERE Expo 2012 Spring in San Diego, California, welcome to a special talent acquisition channel podcast on TotalPicture Radio brought to you by Riviera Advisors, a premier human resources consulting firm helping organizations develop stronger internal recruiting and staffing capabilities. To learn how your organization can benefit from Riviera Advisors real world experience and expertise, visit rivieraadvisors.com or call 800-635-9063.
This is Peter Clayton reporting from ERE Expo. Joining me today is Kara Yarnot, Vice President, Corporate HR, Director-Talent Acquisition Center of Expertise at SAIC.
A quick program note before we get started, you'll find a complete transcript of this podcast on Kara's feature page located in the Talent Acquisition Channel of TotalPicture Radio. That's totalpicture.com.
Kara, thank you so much for taking time to speak with us here on TotalPicture Radio.
Kara: You're welcome, Peter.
Peter: SAIC is a Fortune 500 scientific, engineering and, technology applications company that uses its deep domain knowledge to solve problems of vital importance to the nation and the world, in national security, energy, environment, health and cybersecurity, i.e., it's pretty hard for Kara to find good applicants for all of the 3,000 jobs she currently has open at her company.
You were a keynote speaker yesterday at the International Association of Employment Websites Conference here in San Diego, and I was just really intrigued by a number of the things that you talked about to this audience and I would like to have you kind of relate some of those.
But before, let's get started and just have you tell us a little bit about SAIC and its history and background.
Kara: SAIC is just over 40 years old. We were founded in San Diego, California by Dr. Beyster, who was a technologist and we have grown up over the last several years into a $12 billion company. We're a Fortune 500, we're based now in Northern Virginia, outside of Washington D.C. About 80% of our revenue comes from the federal government - Department of Defense variety, intelligence agencies are all customers and clients of ours.
Peter: And you have about 41,000 employees, is that correct?
Kara: We do, about 41,000 employees. We hire roughly 7,500 new external hires per year.
Peter: One of the unique challenges I think that you have amongst many, is the fact that a lot of times you're doing a lot of preliminary planning for roles based on being awarded government contracts.
Kara: Yes. Right now, about half of the recruiting that we do is looking for individuals that we could place on a government contract should we be selected as the winner. So we're bidding against various other government contractors for that same piece of work, which also means we're all going after the same talent in the event that we should be awarded that contract.
Peter: So pipelining is a pretty big piece of what you guys do?
Kara: It's extremely important, yes.
Peter: Do you work with internal recruiters? Do you hire outside executive search firms, staffing agencies, RPO? How are you set up?
Kara: We primarily use our own internal staff. We have about 125 recruiters and then another 30 support staff around them. We have a robust sourcing team, particularly in our intelligence side of the business, but also on our defense and homeland civilian energy and environment worlds. We have sourcing groups that are out looking for those types of candidates often with the security clearances that we're after.
We will use some third-party agencies for hard to fill positions. Executive search firms really only come into play for very senior level roles. We've really kind of grown a lot of our own search skills in-house.
Peter: One of the interesting things in your session yesterday, now, to set this up for the audience a little bit, the vast majority of the people who were at the session were people who run job boards; mainly niche job boards but some of the larger job boards. One thing you said to this group of people is, "I don't need any more traffic to my career site. My career site gets three times the amount of traffic that a regular site does."
Kara: Exactly. We are inundated with candidates. We're inundated with traffic to the site. We have fewer recruiters than we did three or four years ago. They're handling more reqs than they ever have and they have more candidates to go through on each of those reqs. So just overall more candidates does not necessarily help me, it creates more administrative burden on my team where what we're really looking for is more quality over quantity.
So if a job board can send us 10% of the traffic they used to send but all 10% are qualified, that's really an organization I want to have a relationship with.
Peter: Another thing you mentioned yesterday that I think is important for this audience to understand is a lot of times the media talking about unemployment rates, really doesn't tell you the accurate picture when you're talking about the types of people that you're trying to recruit. There is not a 9% unemployment rate in polymer scientists.
Kara: Correct. About 75% of our workforce has Bachelor's degrees or above and a large portion of that, Master's and PhDs and the unemployment rate has been low for people with Bachelor's degrees and above it, 4% to 4.5% over the last few years, which like I said yesterday, is better than full employment when you look at historical BLS statistics. So there are not an overwhelming supply of candidates that meet our requirements.
Peter: I think a lot of times hiring managers go, 'with all of these people out of work, Kara, I need somebody to fill this position, what's the big deal?'
Kara: That is a very large challenge. It's an excellent question. It's something we deal with every day. We have almost 7,000 individual hiring managers who come from whatever perspective they come from but they hear on the news that unemployment it's high and people are out of work. And that translates, without all the other information, into it should be easy to find people looking for jobs.
Which is not the case in from the degrees and skills that we're after and when you add security clearances on top of that. The pool actually keeps shrinking, and then there is more competition for that pool. So it becomes very important to have the right relationships to bring those qualified candidates in and help us build our brand with those qualified candidates.
Peter: Speaking about your brand, I mean you are not as well known as the Boeings, the Lockheeds out there, the large defense contractors, United Technologies. How do you go about pitching to the qualified candidates you are trying to attract? What's your business case you should join SAIC over Lockheed or some of these other defense contractors?
Kara: It's an excellent question. It's something we struggle with regularly, but one thing that's really unique about SAIC that most of our competitors can't really say is the way we grew up as a company is very small. We grew kind of a little at a time with people using their entrepreneurial spirit to go out and new business and create new market segments. And, really, at 41,000 people, we still have a very strong entrepreneurial spirit.
I see it in action at SAIC every day on my own staff, out in the line with what we're doing with customers. When an employee comes up with an idea of additional value that we can add to a customer, they get put in charge of selling that and pitching it and expanding the idea. It doesn't get run up the chain for someone else to take over. That is really unique about us and we do our best to have that come across in our job postings as well as our career site. And then when we are able to meet with candidates face to face because it really is true and authentic and it's a great thing about SAIC. We've been able to keep that spirit despite our growth.
Peter: You mentioned that there has been 128% increase in the number of applicants to your company since, I believe, 2010. Out of that huge increase, what percentage are actually qualified for the jobs that they're applying for?
Kara: Very good question. The data from my company is very similar to what the CLC Recruiting Organization was reporting and it's usually less than a quarter of the applicants actually meet the basic qualifications of the position, which for us, tend to be education, security clearance, years of experience in a certain area, certifications in some instances. But it's usually less than a quarter of those candidates even meet those - the basic qualifications.
Peter: And you have, from what you told us, about 60 reqs per recruiter?
Kara: Yeah, that's roughly about what we run, about 60 reqs per recruiter, which is a very large load.
Peter: It's huge.
Kara: It's very huge, far from what people would say is best practice in the industry of around 20 at the highest. A lot of those are the positions that we're recruiting for in advance of winning that award as we spoke about earlier, but it is very, very high volume work for the recruiting team at SAIC.
Peter: Another thing you mentioned to this group of job boards which I thought was really interesting and, as I told you, I've been doing a lot of interviews recently around this whole concept and topic of Big Data, which has become sort of the big topic in recruiting and HR conferences over the last three or four months.
And that SEO is very important to you. And so, a lot of times, SEO from the standpoint of when you post a job and somebody is going in and doing a Google search for that specific title of a job, you want your job, obviously, to come up on that first valuable page on Google. A lot of times, the job boards you're working with are in competition with you, not to mention, the aggregators, the Indeeds then and the Simply Hireds of the world.
Kara: It's really an interesting challenge. We launched at SAIC a very large SEO initiative last year. So we're coming up on a better year anniversary of really having all of our optimized pages out there and we've seen great movement onto the first page in many instances. The example I shared yesterday is if a job seeker goes to Google and searches for system administrator positions in Virginia, which, at any given time, I probably have a couple of dozen of them available, if they search for that, I do come up on the first page, at the very bottom, but I'm after job boards, I'm after the aggregators, I'm after several job boards, which does put us in competition because if they click on an aggregator's link, they get sent to the aggregator's site where all of my competitors' similar jobs are. And they may click on mine, they may click on Boeings, they may click on Northrop Grumman's, who knows, but I have lost them and lost that investment, so to speak, in what I've done with SEO.
We need to get smarter about it but I think there's got to be a better partnership there because I don't want to be in competition with my vendors and I don't believe they want to be in competition with me.
Peter: You mentioned that you work very closely with LinkedIn. Talk to us about what in particular you're doing with LinkedIn to find the candidates that you want. A lot of people are talking about beginning conversations with candidates. You may not have that position today for that obviously really great candidate that six months ago, you could've hired. So you want to be able to continue that conversation and stay in contact with that person.
Kara: We've had great success with LinkedIn and really viewing it as a part of our strategy. It's a relatively large part of our strategy. The important part of working with LinkedIn is thinking about it as an ecosystem of professionals beyond just a job board because when you see LinkedIn's data, less than 15% of the activity on their site is around job searching.
Our jobs are posted out there people can search for them but that's not what they're about. They truly are that professional network which gives us the opportunity to build those relationships through a number of methods. We have a career page on LinkedIn's site where we have with no effort at all, almost 60,000 followers. And we are interacting with them by providing updates about the company and interesting information. And LinkedIn's able to give us data about what kind of people are visiting our site. And so that helps us drive what we want to share so that we can keep that conversation going and we remain top of mind when it comes to those candidates.
We're also using a number of their ad products that are very intelligent in their matching capabilities. If you were to visit my LinkedIn profile, Peter, you would - LinkedIn would automatically look at your profile against the SAIC jobs that I have posted on LinkedIn and it would serve to you an ad on the right-hand side of my profile that says, "Here are three jobs at SAIC that may be of interest to you."
Peter: Yes, unfortunately, I don't speak Farsi. ☺
Kara: Yes, we do need Farsi translators. So anybody out there, please visit my profile. So that gives us the opportunity - they may be coming to my profile because they've met me here at a conference, or because they're a graduate school friend of mine who wanted to get back in touch and may not initially be thinking about job searching but it comes in their mind, "Oh, SAIC might be a place that I should consider." And they can then follow my company, they could click on the ad and come in and join our talent community.
They could actually go as far as to apply for the job. And that just starts that relationship which can ultimately lead to the hires. But they may then go find us on another job board or come to our career site directly but they first got that contact and when they were out there on the site doing professional activities, whatever those might be for them.
Peter: So who is managing your LinkedIn career community out there?
Kara: Excellent question. I have one person on my staff who does partner with our corporate communications team and part of his job is our LinkedIn, Facebook, Twitter presence and interacting with the communities and getting those whatever postings we want to put up there. So that is a part of his job. I would love to have three or four people that could do this full time but we just don't have the resources to do that. And then he reaches back into the organization if a candidate is asking for a specific update to find out what's going on with that candidate.
But it's shoestring, I know a lot of people look at companies my size and think we have armies of people behind us to make these things happen and really we don't. It is individual effort that really makes us successful.
Peter: So you are managing this all in-house? You're not using any outside agencies to manage any of your social networks out there?
Kara: Correct. We are managing it all in-house through partnership with our corporate communications folks. We do tend to be a little bit ahead of what our corporate communications teams are doing from a social standpoint. But it's been a really good partnership and we're learning from each other. But, yeah, we do it all in-house to want to control the brand and in control with the communication is at this time.
Peter: Are you using Facebook and Twitter as a way of reaching out and trying to find candidates for your positions?
Kara: That's a really good question. We are in a complete reassessment process right now of what we have all these presences on social networks and social media. But what are we really doing there? It feels a little bit like we went there because everybody said you needed to be there. And the company has a Facebook page and we have a careers tab. We have our own Twitter, SAIC jobs account. And if we're not really there to engage people, what are we doing?
So we're really re-looking at that right now. Should we be using Twitter just as a feed of our job postings? It's not yielding a whole lot for us, to be honest. But why aren't we using it as an engagement tool? So we're really re-looking at that right now, as well as Facebook. And with LinkedIn, we've really seen some return on engaging by people's reason for being on the site.
Is Facebook the answer? I don't know. Is Twitter the answer? I don't know yet but we've had a lot of traction with LinkedIn.
Peter: Have you been able to say absolutely 'this candidate came to us through LinkedIn and this person that we hired, we know their initial entry point was coming to us through LinkedIn'?
Kara: In about a week we'll be able to do that. We're a jobs2web customer and we're just launching their advanced analytics tool that we'll be able to track our candidates all the way from the first time they learned about us through whatever ad they used to get to the job that they were hired against.
We have lots of really great data up until they come into the applicant tracking system and this will give us the opportunity to tie that all the way to the end, which, in my six years at SAIC, we've not been able to do very effectively because we've left that in the candidate's hand or we've left it in a recruiter's hand to identify and it's just - there are just isn't a lot of validity in the data. And so we're very, very close.
Our upfront data that talks about where our candidates are coming from, those that do apply, is leaning very heavy towards social media and, so, we're very close to seeing if that plays true in our actual hires in that data, as well as the interview data.
One of the things I talked about yesterday is an individual job board can't really be responsible for whether we make an offer and somebody accepts it. They can get us qualified people, meaning, we have identified them as someone we'd like to interview for the position.
That's really the point in time that we're really going to start using to identify where we're getting value from where we're advertising our jobs. There could be thousands of reasons why we don't make an offer to someone or why someone doesn't accept that have nothing to do with the source where they came from.
Peter: Imagine another challenge that you have that is somewhat unique. You're a huge defense contractor. You deal in cybersecurity. So, when you look at all of these open networks like the Facebooks of the world, I imagine there are a lot of people in your organization going, "Uh-uh, no, we're not going there."
Kara: That's an excellent question. And we do, we do struggle with that. Every day, it is at my company as of right now, Facebook is still blocked. We have a couple of exceptions for recruiters who work on the site for us and our corporate communications people. But I can't even get to my Facebook account from inside SAIC's firewall.
There is a lot of concern around the security, hackers coming in, any sort of viruses. We're well beyond the concept that people might waste their time on Facebook because if employees are going to waste their time, they're going to find a way to waste their time.
We do have some challenges there. It's probably been four years ago, we initially blocked LinkedIn and we were successful in getting that open to the entire employee community which has been fantastic because there's roughly 60% of our employees have LinkedIn profiles and we really do leverage those profiles to find the right candidates for us.
It has definitely been a challenge and we tend to follow the lead of the federal government, what they are comfortable opening something up, we tend to also consider it. So the parts of the military that have opened Facebook in the last several months have been an advantage to me. And I'm hoping we're getting there very soon.
Peter: How about Twitter and YouTube?
Kara: Twitter and YouTube are both available, which is good because I tweet somewhat regularly. YouTube is available. We have a YouTube channel for SAIC as well where you can see a lot of videos around our capabilities and the company's volunteerism and the types of things that we do in the community. So those are available.
Facebook is really the challenge for us right now.
Peter: Do you get a lot of traffic on your YouTube account?
Kara: We don't advertise it very well and that's one of the things hearing today at the ERE Conference about video being so much more important and your users wanting to see more video, I think we need to find a way. That's one of the notes I've taken back to work with my corporate communications to really drive more people to that YouTube channel because we're not doing marketing for it to get people to go there yet.
Peter: I want to return for a second to the candidate experience. And what happens when someone comes to your website and wants to apply for a job. From what I understand, you use Taleo's ATS solutions. Talk to us about that decision and how you're working with that vendor to make sure that when people apply, they're not going into a black hole.
Kara: Excellent question. We just implemented Taleo 10 in January so we're relatively new as customers and it was a very long selection and then implementation process for us. And the candidate experience was one of the major evaluation criterion that we used. And really looking at what Taleo had to offer from a simple - the ability to have a simple search page that really informed the candidate where they are in the process - whether it's completing their application or if they are being considered for a position - we really found that to be extremely valuable. And with the volume of candidates that we get, we can't talk to every one individually, as much as we would like to.
Those technology solutions were very important in our selection of Taleo to allow candidates to be able to see what's going on with their candidacy.
The concept of the Black Hole still exists. And I think if anyone can completely solve this problem and they will be very, very rich individuals because we'd all love to have a solution to the résumé black hole. We do have the auto response when somebody applies but candidates aren't looking for that; they know that that's generated.
They want to know, 'Has my résumé been reviewed?' 'Am I a candidate - am I a viable candidate or not?' And most of them want to know why, one way or the other. We're not quite there yet at being able to provide that much information to candidates. I would love to find a way for us to do that that doesn't increase costs and increase administrative burden on the team. We do our best to provide as much information as we can through the system.
And then once they're contacted by a recruiter, they're getting personal attention and personal answers to their questions. But it really is that piece between 'I've submitted my résumé, and a recruiter has or hasn't contacted me,' that is what causes candidates to go crazy. I don't blame them. Often they're applying for a position where they feel very strongly that they're an exact match for what the position requirements are, and often they are. It's back to the other problem of so many candidates on the requisitions, recruiters often don't get to go through and look at all of them and see all the candidates that are fully qualified. They find four or five early on and they start working with them. It's become challenging and then the candidate doesn't hear until we fill the position that they weren't selected.
If we can increase the quality coming in the door and decrease the noise, then we can have more one-on-one time with qualified candidates and truly consider them because we're missing out.
If somebody was qualified for a position A and we didn't select them, it's one thing if we looked at the résumé and talked to them and know them, we can move them over to position B or whenever position B comes available.
But if we never really looked at somebody, we're losing potential candidates there. We can search the database and find them but it's not as easy and is in front of your face for a recruiter as those qualified ones that are sitting right on the req. We have a ways to go.
Peter: And as you mentioned, I mean it's not like you have armies of recruiters sitting around all day long going, "Hmm, I wonder what I'm going to do this afternoon."
Kara: Right. 100%. Carrying the req load that they do and supporting sometimes dozens of individual managers with individual needs and requirements for how they want the recruiting process to work for them. It's I know recruiters would love to be able to look at every single qualified candidate and call and talk to them. With the volume we run, it's just not possible.
Peter: You've had one candidate who has applied to over 10,000 jobs?
Kara: Yes. Yes, we have. I was telling the session about this yesterday and there are plenty of candidates who are overly eager. We do have one candidate that has been kind of the rock star, so to speak, in that area, where when we converted to Taleo and we really looked at what candidates we were bringing over, we finally did see that over the six years we were on our previous ATS that she managed to apply to 10,000 jobs. And we hire 7,500 people a year and we post about three times that many positions.
So she wasn't applying to every job but...
Kara: She was indeed applying to a large number of them. And that's comic relief for the recruiters at times when they see her on their reqs. I haven't checked in the new ATS if she's created a new profile and started applying again. I should do that.
Peter: Back to this story about data which is so fascinating now. One of the things that you said to these job boards out there is, "Don't come up and try to get me to post my jobs on your job board. I'm not interested. What I'm interested in is the data that you have on hire vets." And some of these niche job boards, that could be very valuable to you. Can you talk about that?
Kara: Yeah, most certainly. It's back to the I-don't-need-more-traffic. I have an SEO strategy. I'm on the aggregator so there are niche boards where we do post positions but it's usually the hard to fill and it's not a big stream of them. Where these niche boards I think really can provide some significant value is they have had, in many cases, years, if not, a decade plus of candidates and data and postings that they can mine that information to help me in so many ways from a corporate standpoint.
They can help me start to have a bigger seat at the table with our business development teams. If they're going after work in Little Rock, Arkansas that we have never had before and skill sets we don't possess in Little Rock, Arkansas, there is data from those niche boards that can tell us, over the last several years, here's how many people have been in that vicinity, here's how they've moved, here's what the University of Arkansas provides as far as candidates that could help us form a decision about is that work that we want to go after. We're starting as talent acquisition to have that value and that seat at the table and there's great macro data that helps us. But this niche-level data that these job boards have, how they've tracked it and what their systems have been and how hard it is to get to it is a whole other story.
But there's a lot of trends and a lot of data that could be extremely valuable, to me, that's more important than a job posting that I would rather pay them for than a job posting or even a résumé license. Those are helping me make strategic business decisions for the organization.
Peter: Back to the hire vet example, they have a tremendous amount of data on people who have top secret security clearances which are those folks that are very interesting to you.
Kara: They most certainly are and then they can add into that what military bases have, what skills with security clearances and that allows me with that knowledge to start to target my marketing and employment branding and advertising around that base and with those folks because I can't advertise at every military base. That's just not possible.
So there's a lot of data that helps with that. They can look at résumés that say when they got out of the military, they went to my competitor A, my competitor B and my competitor C - and maybe there's a company D in there I've never considered. And so that adds to my sourcing strategy that they can help me build those strategic solutions and I'd really love to see the niche board industry move in that direction. I think they will be incredibly relevant to talent acquisition for a long time with that data.
Peter: One of the takeaways from your presentation is you talked about ROI being a return-on-influence, which I think is a really great perspective for someone in talent acquisition.
Kara: It's something we've been working with for several months and are trying to get greater population of executives at SAIC to embrace. But with the social web and social activities, people are being influenced by things everywhere they go. They're not always making decisions at that moment in time. I really think that that's how we need to be measuring our presence on the Web 2.0, Web 3.0 activities that are going on out there as how many times did Candidate #1 actually become exposed to us as a company before he or she may have even decided to apply or join our talent community? Or what did they share? Did they send our job posting to somebody that they know? That's incredibly valuable information for us as well.
There are technologies out there that allow us to track some of that and really focus on what's the return on the influence that we're purchasing. Because we are spending money to be on these sites and run campaigns and how is that overall helping the brand as well as the hires. There's not always going to be a one-to-one direct contribution to say the fact that somebody saw us on Facebook means they became my next systems engineer, but that's one component of what influenced them and in the social web and in the kind of a big ecosystem, jobseekers today depend on those people in their social network to help make decisions on everything they do, from buying shoes to buying houses to what job they take, and that's a lot of influence.
We're trying to get our arms around how to best represent that but I really think that that's the way to go as focusing on the return on the influence that we're purchasing.
Peter: What are some of the things that you are working on this year that are sort of top of mind and the top of your list?
Kara: Last year, was really putting a lot of the pieces in place for us to get to where we want to be today. And so now what we're focusing on in 2012 is maximizing the tools that we have. We've got Taleo, we've got jobs2web that we put in last year. We've really built the talent community in jobs2web very rapidly, which has been exciting. We're focusing on leveraging the talent community for influence, for keeping in touch with our potential candidates and people who are interested in us.
As I talked about with LinkedIn, we're expanding our presence on LinkedIn with those career pages, so they actually offer a product that will dynamically serve a LinkedIn user a different SAIC career page based on that individual's profile.
As federal budgets are shrinking, and we're expecting flat or little growth in that area, our growth areas are in energy and environment and health, where we don't actually have as much of an employment brand as we do inside national security. So we're focusing on those communities, whether it be our jobs2web talent community or the people who we interact with on LinkedIn or Facebook or wherever it might be to build our presence with those folks in those industries. So we can start as we grow business, we already have a pipeline of people who are aware of us.
So it's really focusing on really leveraging those pieces and then, the candidate experience improvement, which I think we'll all be working on forever. And it's one of the things that we always focus on. So those are two of the really big areas for us this year.
Peter: Kara, thank you so much for taking time to speak with us today here on TotalPicture Radio.
Kara: I appreciate being invited. Thank you so much.
Peter: We've been speaking with Kara Yarnot, Vice President-Corporate HR, Director-Talent Acquisition Center of Expertise at SAIC.
Remember, you'll find a complete transcript of our interview in the Talent Acquisition Channel of TotalPicture Radio, that's totalpicture.com.
This podcast was sponsored by Riviera Advisors. To learn more about how your organization can benefit from Riviera Advisors Internal Talent Acquisition Consulting Services, visit rivieraadvisors.com or call 800-635-9063. Be sure to click on the Interviews tab on TotalPicture Radio's homepage and visit the Insights: Amplified Channel featuring in-depth podcast with HR Leaders and successful talent acquisition practitioners, STARoundtable Press offers recruit, consult, leadership. The Corporate Talent Acquisition Leader's Field book written by Jeremy Eskenazi, Managing Principal of Riviera Advisors.
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To learn more about ASHER, visit ashertalent.com. This is Peter Clayton reporting. Thanks for listening.
About Peter Clayton
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