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Measuring the Strength of Your Employment Brand

Keith Hadley, Practice Leader, Employment Branding at CareerBuilder, Describes the New Normal. His Research May Surprise You.

 
eith Hadley, Practice Leader, Employment Branding at CareerBuilder -TotalPicture Radio InterviewKeith Hadley

The New Job Hunt: 74% of all employees are either actively searching for a new job or are open to new opportunities.

Even if you have the luxury of hiring from an enormous candidate pool, that pool may only run so deep. Finding qualified candidates with the skills necessary to drive your business is more challenging than ever. If your job is filling those positions, this is no surprise to you. If you're a hiring manager, pay close attention. Here's the headline: Any organization that wants to maintain its competitive edge must invest in building a brand that attracts top talent. The operative word here is 'invest.'

Welcome to a Talent Acquisition podcast on TotalPicture Radio, with Peter Clayton reporting. Joining me from Chicago is Keith Hadley, Practice Leader, Employment Branding at CareerBuilder. I met Keith this month at the Employer Branding Conference (produced by Universum), in New York. Keith's data may shock, alarm, or validate your suspicions... (especially if you're a recruiter).

Welcome to the new normal, where "nearly seven in ten workers search for new opportunites on a routine basis."

In this podcast, Keith describes the undeniable connection between internal and external brand strength.

Keith Hadley practice leader, employment branding, CareerBuilder, TotalPicture Radio Transcript

Today's Talent Acquisition Channel Podcast here on TotalPicture Radio featuring Keith Hadley, practice leader, employment branding at CareerBuilder, is brought to you by our sister media company JobsinPods.com, the only podcast where real employers, leading recruiters and staffing agencies talk about their jobs and tell you how to get them. Jobsinpods.com offers employment branding, employee recognition and job advertising all in one. Visit jobsinpods.com and have a listen to our jobcast with real employees at companies as diverse as GE, GEICO and Intel. Jobsinpods.com - the cleverest way to advertise your jobs.

Even if you have the luxury of hiring from an enormous candidate pool, that pool may only run so deep. Finding qualified candidates with the skills necessary to drive your business is more challenging than ever. If your job is filling these positions this is no surprise to you. If you're a hiring manager pay close attention. Here's the headline: any organization that wants to maintain its competitive edge must invest in building a brand that attracts top talent. The operative word here is invest.

Welcome to a special Talent Acquisition podcast on TotalPicture Radio. This is Peter Clayton reporting. Joining me from Chicago is Keith Hadley, practice leader, employment branding at CareerBuilder. I met Keith this month at the Employer Branding Conference produced by Universum in New York City. His presentation at the conference was titled Measuring the Strength of Your Employment Brand and his numbers may shock, alarm or validate your suspicions, especially if you are a recruiter. Welcome to the new normal where nearly 7 in 10 workers search for new opportunities on a routine basis.

Keith, welcome to TotalPicture Radio.

Keith: Thank you so much, Peter. It's a pleasure to be here.

Peter: In your presentation in New York you put up a slide called the new job hunt where you talked about the statistics about how people are today viewing their jobs and are out there actively... I mean there really is no such thing as a full time employee anymore from the standpoint of how people view work.

Keith: Absolutely. If you think about the way the digital age has created a situation for consumers where we are always on, we're always looking, we're always open to new products, new services; we just simply have so many more resources, and the same is true on the job hunt.

We did a study recently using an outside group. It wasn't a study of CareerBuilder users but it was a study of full time employed individuals in the US and Canada and what we found was that 74% of full time employed workers said that they were either open to or looking for new opportunities. In fact, 69% said that job search was part of their regular routine. That's incredible when you think about that new normal. It's the age of the candidate consumers, the job consumers as one of the participants in my session asked me about and I think we're there.

Peter: Give us some context to your numbers, Keith. What's the sampling? What's your reach at CareerBuilder when you go out and do these studies?

Keith: There's two types of studies that we do. We do studies of just the general population and for those studies we typically will have sample sizes of anywhere from 1000-4000 and depending on what particular target audience that we're looking for.

For example, we recently did a healthcare study or a study on salespeople. But then beyond that at CareerBuilder we do a lot of custom studies directly for clients and if you think about CareerBuilder just by the numbers here there's roughly 308 million people in the US, 157 million would be eligible working adults and CareerBuilder alone has access to over 133 million of those people. In fact, we have over 140 million worker profiles; 23 million people are actively looking at our site every month. It's 1 in 5, 1 in 6 are on our site looking for jobs.

Some other numbers here are just astounding. Every single month in the US there are over 800 million job searches conducted. Now 300 million of those are conducted on Google - people going into Google and typing in some kind of a job search. On CareerBuilder alone there's 270 million job searches every month. So this is an active, active environment that we're in with people looking for new opportunities.

Peter: I want to return to what you were talking about a little bit earlier. You had mentioned that there really is no unemployment when it comes to nurses and engineers. According to your research, what are some of the other positions that are especially hard to fill today?

Keith: There's a number that we track constantly. Some of the ones that are of particular interest to me are truck drivers. Transportation companies, large consumer package good companies, UPS, Fed Ex, post office, anybody moving things around the country are finding it increasingly difficult to find truck drivers. To me that's an optimistic sign. That means that we have raw materials and finished products being shipped from place to place in this country, so that's a good sign for the economy.

Peter: Right.

Keith: The other category that we study is sales, especially the higher level outside enterprise level salespeople or sales engineers. It's increasingly difficult to find top salespeople and we have the numbers to show how tough that is. But again that's an optimistic sign because if companies are hiring salespeople, that means that they're optimistic about growing their market share and seeing their business thrive.

Manufacturers are finding it increasingly difficult especially in the skilled positions - CNC machinists for example, tool and dye makers. It's very difficult to find welders - it's almost impossible to find. And then there's the ones that you would expect - information technology, especially the narrow skills within IT, a java developer for example, and then there's the entire field of healthcare - doctors, nurses, nurse practitioners, therapists, occupational therapists, physical therapists - all extremely tight labor fields.

Peter: It is sort of surprising some of these skilled trades you would think that some of these high school grads would be going to trade school and learning how to be welders or electricians.

Keith: Yeah exactly. In fact, one of the discussions that we get into quite often is how do we help entire industries brand themselves. I was in a manufacturing group recently that talked about how challenging it is exactly to your point to go into high schools and convince high school students that there are some really exciting jobs in manufacturing. Manufacturing today is 90% brains and 10% brawn. So there are exciting technology opportunities within manufacturing organizations.

One company we're working with in the south is partnering with local high schools to get kids interested in fields like CNC machining and welding because they can make great money, they can have a stable profession and yet many kids just don't see that as a very attractive option for them.

Peter: Yeah and you're right, these are great paying jobs. Somebody that's a welder is making really good money.

Keith: Oh yeah. In fact some of the welders for this client that we have are making over $100,000. What are diesel mechanics and welders making up in South Dakota in the oil field region. They're incredibly in demand.

Peter: I've been to a number of conferences this year already, including the Universum conference and I was at ERE Spring out in San Diego and IACPR and Recruiting Trends, and we keep hearing that a great employment brand is a competitive advantage at these conferences. Do you have any numbers to back this up, Keith?

Keith: I do. There's some really exciting numbers. But I think it was 2009 or 10 Gartner came out with some really interesting research that they had done on the amount of reach that a company has that is listed in say the best places to work like Fortune Magazine or in other reputable sources. What they found by the numbers is that a company with a strong recognized employment brand has access to two-thirds of their total talent pool versus a company that doesn't have a strong brand or is an unknown brand has access to say less than one-third.

It makes sense. If you're Google what's the reach that you have among IT talent? It's a far greater reach than a company that might be a small IT consultancy that has no recognized consumer brand. What we found in CareerBuilder in some of our studies is we found 70% of people responded that they would accept a lower salary to work for a company with a strong employment brand. So we can quantify that very quickly.

There was a fascinating study just this month that came out in Harvard Business Review, it was an MIT Sloan Management review and it was a study of the impact of a corporate brand on recruitment. For example, one statistic that jumped out at me in that report is when recruiting MBA graduates your brand is worth what they calculated to be 16% of the total value of the contract. It's a fascinating study. You can read about their methodology and how they arrived there, but having a brand is giving you competitive advantage. There's no doubt about it.

Peter: Yeah that's really interesting. I spoke with Elliot Clark at SharedXpertise recently about this topic and on the other side of it if you don't have a good brand, you have to pay more for your employees and that is through the lifecycle, the lifetime of that employee. I mean there really is a lot of compelling evidence out there that it's important to have a good brand.

Keith: Peter, you're absolutely right and even our discussion now is very limited. What about when you start calculating what is the opportunity cost to say a delivery company that can't find a truck driver? Not only are you trying to pay overtime to your current drivers but you actually have to start turning down business because you simply don't have the people.

Or engineering projects, engineering firms if you think about the size of the value of the contracts that they're trying to fulfill on, if they don't have top engineering talent and they have to say no to business, what's the impact? The financial impact can be tremendous.

Peter: How does geography fit into this, Keith?

Keith: I think it plays a huge part and it plays a huge part in two different fronts. If you're in a geography that is considered a desirable geography, say you're in Chicago or New York, the good news is there's going to be a greater amount of talent available but you're also going to be competing with everybody else in that market.

On the other hand, if you're in a very small market, you have to have an incredibly strong brand presence to be attractive to talent to convince them to relocate to that part of the world.

One of the things CareerBuilder has is some really good data. We have an organization economic modeling specialist international (EMSI for short), and we can pull very specific data on how the availability of talent in a certain region right down to the zip code level.

I mentioned an organization we're working with down in Mobile, Alabama that makes ships and they need aluminum welders and they need them desperately. The availability of talent of aluminum welders in Mobile is very limited, so they have to draw welders from all across the US and they have really two jobs to do. One is to brand themselves as an employer of choice, and the second is to brand Mobile, Alabama as a great place to live and to raise a family and to have time on the beaches and Mardi Gras. They really have to sell Mobile as an opportunity. Now Mobile, Alabama is going to have more appeal to people from certain regions than other regions. So it might be a tough sell to get somebody from Silicon Valley or San Francisco to move to Mobile, but it might be much less of a tough sell to convince somebody from Chicago or Detroit in the middle of winter to come down to Mobile and enjoy some balmy afternoons. I think it plays a huge part.

One last element is willingness to relocate. The good news is that in our study 70% of those that we surveyed are open to relocation for the right opportunity. If you start looking at millennials 83% of millennials are open to relocate.

Peter: I think that makes sense, Keith, because the millennials aren't under water on their mortgages.

Keith: Right. Their roots aren't as deep.

Peter: When you look at the Gen Xers 50% of those folks are still underwater on their mortgages so they really can't move unless the company is willing to assist them.

Keith: Exactly, and we find too that the more in demand the talent is, the less open they are to moving. For example, I'm looking at a report right now computer programmers in greater Chicagoland area and I'm looking at the supply and demand. The demand is terrific. There is 9,000, almost 10,000 job postings right now for computer programmers in Chicago and the amount of talent maybe 20,000 total talent available workers. So 9,000 openings with 20,0000 current available workers and vast majority of them, 98% of them are currently employed.

Now when we look at computer programmers nationwide, 80% of them are unwilling to relocate. Geography plays a big role. If you're pulling talent from different parts of the country, you have to be willing to pay for it. You have to be willing to sweeten their deal to get them there and having a strong reputation as an employer helps to minimize their risk in choosing you as an employer.

Peter: Yeah, and I hope that the hiring managers who are listening to this understand the real difficulty today recruiters face in trying to bring top talent into their organization. It's not easy.

Keith: Yeah. I talked recently to a fellow here in Chicago who is trying to hire about 40 java developers, and he told me that they're not willing to pay relocation and they really only want to focus on Chicagoland area. Well it didn't take me long to pull the data on how many java developers there actually are in Chicagoland and how many of them are currently employed and he quickly saw that he had to expand his strategy as well as sweeten the deal.

Peter: One of your slides at the Employer Branding Conference really resonated with the recruiters in the room. It had to do with hiring metrics and you basically said pick two out of these three: quality of hire, time to fill and cost per hire. You can't have them all.

Keith: Right. You have to make tradeoffs. If you want to have the right amount of high quality talent you're going to have to make some investments. It does not come free. There's no shortcut to building a strong brand as well as executing a media strategy that's going to get your name out there in front of the people that it needs to be in front of, and that's really the only way that you can get the right number of high quality people.

Peter: One thing I'm really curious about is what kind of data do you use when you're measuring employment branding.

Keith: There's four pieces of data that we measure when we're evaluating what we call the strength of an employment brand. The four pieces of data lined up with really four different levels of interest that a person might have.

The first thing we look at is what's your level of awareness of your jobs with the total talent pool, and one leading indicator that we can look at is Google. How many people right now this month are searching for your company by name on Google. That's a great indicator of how much awareness and interest you have. Then if you compare that to how many people are searching for your company by name plus the word jobs or careers, you can see that there are some marked differences from company to company.

For example, if you look at how many people are looking for Apple jobs a month on Google; 132,000 searches for that term Apple jobs. Compare that to a very well known employer in the IT space CSC, a very large employer, 100,000 IT employees mostly doing government contract work; well they're only getting 5,000 searches for CSC jobs every month. So a difference between 132,000 and 5,000 - talk about brand advantage for a company like Apple. They have people coming to them. So their issue is selection, whereas CSC's issue is about attraction.

The second level in is to look at of the folks that are actively searching for jobs, say in CareerBuilder which is the largest job board in the US, are we getting more of those searches and generating more interest than the benchmark. So for hiring frontline food service workers, are we getting more clicks in our ads and application to our ads than other companies hiring frontline food service workers and so that's a way to gauge your brand advantage among qualified candidates. Or if there's certain initiatives that you have, like a diversity initiative, are we getting more diverse candidates than the others?

We have something called a recruitment performance portal where CareerBuilder serves up that data to their clients so they can see where they have advantage and where they are struggling.

The third level in is to look at applicants. Are we getting more applicants than our competitors as well as the applicants that we're getting why are they applying for us? What are their reasons? How do they perceive us in the marketplace and how would they rate their experience with us? In other words, our job is to take candidates and turn them into applicants but have our applicants turn into fans or engaged raving fans of our companies desperately want to work for us.

We see some alarming data in terms of how many candidates never hear anything back from organizations they apply to; 60% of candidates never hear anything back, and we can see right away how that effects the Net Promoter Score, for example. But we can also gauge reasons why applicants are attracted to a particular opportunity.

We worked with one large food service company on their brand and saw that the main reason people were applying for them in the past is just because of their location. Well location is a tough thing to brand upon because your location is your location and by the way, there's five other restaurants around your same location. After we did some branding work with them we really helped them nail down what their messaging was and put that messaging in their stores, on their career site, in their job postings and we saw that over time the top reason why candidates were applying was now because of their company culture. This organization had a rich company culture that was a real selling point. Measuring your brand advantage with applicants is the third level.

The final level is something that Glassdoor has done a tremendous job of getting out there and that is what are your own employees saying about you? Are your employees turning into brand ambassadors? Candidates today are very empowered. They can check you out on social media. They can read all about the reviews that your current and past employees are saying about you on places like Glassdoor or in Yelp if you're in the hospitality industry. Is your Glassdoor page compared to your competitor's giving you advantage or costing you advantage.

Those are the four levels that we measure to gauge, to give us some leading indicators of how our brand is performing.

Peter: Keith, I'm part of the Candidate Experience Award Committee this year and when I hear things like 60% of people who are applying for jobs on CareerBuilder don't even hear back from the employer, the résumé black hole is alive and well and I don't get it... I just don't understand why companies treat applicants that way, especially consumer brand companies.

Keith: It's crazy and you would think that well that's only true in say high volume positions like customer service but engineers - engineers that apply for jobs, 58% of them don't hear anything back. Nurses, 59% don't hear anything back. IT professionals, 56% don't ever hear anything back. I think it's partially technology and it's partially just a mindset shift.

Companies have to come to grips with the fact that they are no longer in the power positions. If they're going to grow and be successful they have to have top talent and they need to build a pool of top talent rather than just the old paradigm of saying well we have an opening, we had 10 applications and we selected one and the nine we just... why do we need to talk to them, we already have our candidate.

It's like no, you have one candidate that you're hiring today and nine potential future candidates; 40% of those who never heard anything back report that they have a worse opinion of the brand after that experience.

Listen to this Peter, what you just said about consumer brands is so true - 32% of applicants said that they were less likely to purchase a product from that company after they had that black hole experience and 78% talk about it. They talk about the fact that they applied to a job and they never heard anything back.

When you see how integrated consumer branding and employment branding are, these are the same people; your candidates are your consumers. There's just no excuse for not taking a different perspective on candidate relationship management.

Peter: Yeah absolutely. Again, I certainly hope that companies will invest the time and the resources to address this issue because the holy grail of recruiting out there, the passive candidate they're not jumping through any of these hoops to begin with so how do you attract them to your organization?

Keith: First of all, I always want to step back and explore well what do we mean by a passive candidate? With 74% of employed people saying that they're actively looking and open to new opportunities I think what we mean by passive candidate is that they're passive about us. They don't know about my company so they're passive. They're not looking for jobs with my company but of course that describes the vast majority of candidates.

Peter: Back to your comment about CSC, right, if only 5,000 people a month are searching for jobs at your company and you're a huge company with 100,000 employees you need to do something to really get your employment... you talked about this thing called... at the conference you used this term brand shine, and I think that's what we're really talking about here is that companies like CSC really need to do something to improve that brand shine so that they're on the radar screen of these "passive candidates."

Keith: I'm convinced, there are passive people but if you're truly not looking for a job, you're 100% content where you are, you're taking no steps to find new opportunities, you're either fully vested pensioner ready to retire or you're just more of a passive person. More people are open and looking and every now and then they kind of dip their toe in the water. So you're right, companies need to then be proactive in getting their name out there in front of people. How do you do that?

Well you need to understand where are the candidates. Our research shows that the average employed person is using 14.5 sources of information when evaluating a job opportunity. So we know that they're active on the job boards; 67% of candidates say they begin their search on a job board. We know they're active on Google search, 74% say they begin a job search in Google search. They're active talking to their friends, 68% say they use traditional networking, 54% say they use social media not to identify opportunities but to research companies they're interested in.

Thirty percent searches done on Google for jobs are done in the mobile device. On CareerBuilder it's 33%. Two years ago it was less than 5% and today it's 33% of searches on CareerBuilder are on a mobile device. For some of those professions I mentioned nurses, truck drivers, security guards it can be as high as 60% of job searches are done from a mobile device.

So how do we deal with the passive candidate? Well here's what you do. Simply you need to get your story out in front of them where they are. Where are they searching? What are the platforms they're using? We need to have an integrated media strategy that gets a story out there to the right place.

Secondly, what is that story? If the best that we can do is show them a career site that has a picture of our product or some stock photo of shiny happy people and when they read about our about us paragraph it starts with the words "Founded in 1970 by the Smith Brothers, Acne Corp is the largest supplier of widgets." I mean that's what 90% of career sites say. That's not a story that's going to attract people.

So what I like to think about is are you entertaining people? You look at your career site, what's the entertainment value of it and do you have your story out there where it needs to be told? If you're on Twitter are you tweeting regularly? Are you tweeting interesting stuff? If you're on Facebook, are you interacting with people? Are you on YouTube? Do you have a video of your last company picnic? That's what people want to see. Do you have an active managed branded presence everywhere where these folks are? We think of it in terms of a media strategy today more than a sourcing strategy. So we simply need to be where people are looking for information about us. That's how we get in front of a passive candidate.

Peter: Yeah and of course to your point there, Keith, of all of these professions that you were mentioning where there basically is no unemployed people, if they are kind of interested in seeing what opportunities are out there and they're at work, they're not going to use their work computer to do this; they're going to use their smart phone. Therefore, that shows why this tremendous growth in using mobile devices is so important to companies who are really trying to attract those passive candidates that are very, very hard to find and they've got to have a mobile strategy or they're just not going to find them.

Keith: Right and mobile strategy - nowadays the technology is there. A mobile strategy means that when you show up on a mobile device it shows up mobile optimized. You can use your thumbs to move quickly through an application process rather than a pinch and expand, a pinch and expand and just serving up your desktop experience through your mobile device.

When we build career sites for our clients they come out of the box mobile optimized so that it looks different. It's formatted different. It has the same branding, same messaging, same design concepts but it looks like it was made for mobile and that's what it means. One thing a lot of folks don't realize is that Google uses a different algorithm to optimize the search on a mobile platform. If you have a mobile optimized career site you actually will show up higher in a Google search performed on a mobile device.

Peter: Interesting.

Keith: It's another way of quickly boosting your SEO strategy.

Peter: What are the most important factors regarding employer branding. I kind of want to return to my introduction, what do companies need to invest and what are the priorities out there? What are you telling your clients?

Keith: I'm glad you use the word invest. What I would say is the intro you have to invest in building competitive advantage. This is not something you can sit back and idly do. You can't use the same budget categories that you used in 2005. You have to make some investments and the investment is in building up your competitive advantage.

Now I always fall back on three categories. The first level of investment is you need to build a strong brand story. Why should people come and work here? If you don't know the answer to that or if your answer is different depending on who you talk to, you don't have a strong concise brand message and that message needs to be built on insight. Too many companies build a brand message after just talking or surveying internally. You need to survey externally. What do your candidates want? How do they perceive you? Do you know what that is? Can you connect your story to what the priorities are of those java developers or of those nurses? So that's number one.

Secondly, you need to invest in a media strategy. We need to get out of our thinking of a sourcing strategy that I can get all of my candidates from this one source. The reality is people are using 15 sources of information on average, and so we need to get our story out there. It's like planting seeds; you need to cultivate the soil, throw the seeds everywhere and then on occasion you get to also pick up your spear and do some hunting because you need to find those companies using very proactive email campaigns or recruiter phone calls, sourcing screening type of calls.

The third investment is we need to invest in candidate relationship. Most ATSs don't cut it in terms of the ability to build the relationship with candidates. ATSs are primarily designed to make it easier on the recruiters to sift through résumés but they're not designed to make it easier on the candidate. CareerBuilder's talent network technology, for example, is something that is designed to make the experience easy, simple, trackable for the candidate. They can quickly join and leave their information; 75% of folks that join a talent network leave their résumés behind. We have all the information we need right at that point, and so then we can use that information to build long term relationships with candidates, staying in front of them, sending out reminders and updates on our jobs as they develop recognizing that it might be a year or two of investment in people before they're ready to make the move.

1: Strong brand message, 2: Fully integrated media strategy, 3: Candidate relationships.

Peter: Great. Keith, I really appreciate your time today here on TotalPicture Radio. I know CareerBuilder has a number of resources out there for both candidates and employers. What are some of the places you'd like to mention?

Keith: First of all, I want to direct people to our empoweringemployment.com website. We are just passionate about getting people back into the workplace, especially in areas where we do see high unemployment and especially helping companies find the talent they need in those really difficult to fill areas. So what we've done in the empowering employment is gathered a lot of stories, not just from CareerBuilder, but from our clients and other organizations that are doing really noble things to get America working again. That's one place I'd encourage you to visit, share with us your stories about how you are empowering employment.

If people have questions about this concept of building brand advantage, how does our brand look today, how does it compare, we have a site that you can go to. It's www.careerbuilder.com/brandadvantage, and if you give us some information there we'd be happy to pull a brand advantage report and get it right back out to your organization.

Peter: How do people connect with you, Keith?

Keith: Email me. I live on emails keith.hadley At careerbuilder DOT com and I'd be very happy to answer any questions and help out in any way that I can.

We've been speaking with Keith Hadley who is the practice leader Employment Branding at CareerBuilder. You'll find this interview in the Talent Acquisition Channel of TotalPicture Radio. That's totalpicture.com. You can subscribe to TotalPicture Radio and jobsinpods.com on iTunes, Stitcher Radio and Sound Cloud. Connect with TotalPicture Radio and jobsinpods on Facebook, Twitter and YouTube. Sign up for our newsletter on totalpicture.com. Call 203-293-7003 today or email info AT jobsinpods DOT com and mention TotalPicture Radio and we'll give you a 20% discount on your first jobsinpods jobcast. Jobs In Pods - the cleverest way to advertise your jobs.

Keith Hadley Biography:
Keith Hadley has more than 20 years of experience helping organizations define and align vision, culture and strategy to become healthy and grow. He launched his career consulting with RSM McGladrey in Paris, Frankfurt and Chicago. In McGladrey's Strategic Planning group, he led client projects focused on growth by integrating marketing, business development and organizational culture. He has continued to focus on talent management with roles in learning and development and talent acquisition.

He has worked extensively in manufacturing, non-profit, education, professional services and both traditional and emerging media. Today, Hadley leads CareerBuilder's employment branding practice, building research-based brands and launching them across an increasingly complex and fragmented digital media environment. He works with large and small business alike with a passion to see them attract and retain the people they need to be successful.

Peter Clayton

About Peter Clayton

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.

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