ISSUE 4 January 2019
HUMAN RESOURCES TRANSFORMED Seven Experts Forecast the Future of the Field
Competing With Giants When Turning Down an Offer From Coca-Cola Is a Good Idea
Amazon Shakes Up the East Coast How Savvy Local Employers Can Still Compete
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Editor's Note Dear Readers, Every January, people around the world set their intentions for the coming year. Making new year's resolutions is a timehonored tradition â€” but so is failing to keep those resolutions. We here at Recruiter.com want to see you beat the odds and succeed this year, which is why we're dedicating this quarter's issue to inspiration and reflection. There's no better way to head into the new year than with the galvanizing David-versus-Goliath tale of Phuong Uyen Tran, whose independent beverage company turned down an acquisition offer from Coca-Cola. Speaking of corporate giants: Mike Hicks can help you go head to head with Amazon in the talent market and win. Later in the issue, leadership expert Dudley Slater teaches you how to "be the executioner." Firing may not be fun, but sometimes it's necessary, so learn to do it right. Plus: advice on future-proofing your recruiting career, a close look at the state of talent acquisition, and expert predictions on how HR and recruiting will transform in 2019. Happy reading! Matthew Kosinski Managing Editor
Recruiter.com Magazine is published quarterly by Recruiter.com. For media and editorial inquiries, contact Matthew Kosinski (email@example.com). For advertising inquiries, visit our website. Recruiter.com Magazine
Table of Contents Executive Spotlight: Phuong Uyen Tran ... Pg. 5 Recruiter.com
Sometimes You Have to Be the Executioner ... Pg. 20 Dudley Slater
The Third Voice in the Room: LinkedIn Enters the ATS Market ... Pg. 7 Matthew Kosinski
Future-Proof Your Recruiting Career With a More Diverse Skill Set ... Pg. 22 Recruiter.com Certification Program
Hard to Hire 2018: The State of Talent Acquisition ... Pg. 10 BountyJobs
Mitigating the Legal Risks of a Rapidly Growing Workforce ... Pg. 25 Susan Schaecher
What Will Happen to HR in 2019? ... Pg. 12 Various Contributors
Sales Talent Tells All ... Pg. 29 Karyn Mullins
Amazon Comes to the East Coast ... Pg. 18 Mike Hicks
Glassdoor's 'Best Places to Work' 2019 ... Pg. 31 Matthew Kosinski
Share your insights. Put your brand in front of more than 10 million social media followers. Become a Recruiter.com contributor today. 4
Executive Spotlight: Phuong Uyen Tran, THP Group Recruiter.com Magazine's "Executive Spotlight" features top executives, HR professionals, recruiters, and business leaders sharing their insights on hiring, management, and best recruiting practices. This Issue's Spotlight: Phuong Uyen Tran, Deputy CEO of Tan Hiep Phat (THP) Group THP Group, Vietnam's largest privately owned beverage company, has come a long way since its beginnings in the 1970s as a small yeast business founded by Tran Qui Thanh, who today serves as the company's CEO. In 2012, Coca-Cola offered to acquire THP for $2.5 billion — which, at the time, would have been the highest-valued foreign acquisition of a business in Vietnam's history. While many entrepreneurs dream of such deals, THP's leadership had other priorities — namely, staying true to its mission. "The conditions clashed with our vision for the company," says Phuong Uyen Tran, the deputy CEO of THP and daughter of its founder. "We rejected the offer. It was far more important to us to uphold our values and respect what our company stands for. Time has proven us right." Tran recounts this and other stories in her new book, Competing With Giants, which traces her family's journey of entrepreneurship against a backdrop of war, crippling trade sanctions, and record hyperinflation. The book also takes a wider angle, examining the issues many women face as business leaders in Asia and around the world while also describing Tran's own experience trying to find a role and a voice at THP. What do you love most about your job? It's really exciting to learn from and work with the role models who founded THP. I also love being with an organization that is large enough and is an important enough player in our sector to make an impact that is felt across the market. When I take initiative, things happen. Many are significant. Seeing this is extremely fulfilling. What is your proudest professional moment? Seeing the impact of my initiatives is a source of immense pride. Often, it is felt across all aspects of our company, from people to technology, and across the industry as a whole. Some of the technology decisions I have made have had a ripple effect in the industry and made a difference throughout the entire region. Describe your ideal team. What kind of people are on it? What kind of work are you doing? What is your role? My ideal team brings a diverse range of skills, perspectives, and talents. When there are people who are highly technical working alongside others who are highly analytical — as well as people Recruiter.com Magazine
who have a broad, end-goal vision working with highly detail-focused people — it makes for a dynamic, effective team. The senior management team I'm part of fits this description. We are also flexible in that, sometimes, one person assumes the leadership role, while at other times that same person takes on the role of a team member, allowing a different leader to step in. It all depends on our specific goals.
What is your must-follow hiring rule? Everybody I hire must believe in and feel personally committed to our company's core values. By core values, I mean the principles at the root of our vision for the company that also guide us as individuals. THP's set of seven core values run through everything we do. We work hard to keep them embedded in the hearts and minds of every employee who walks through the door.
I enjoy being both a leader and a team member. Those core values are: Knowing how to be part of a team is a must-have skill for any leader. • Put customer satisfaction first • Adhere to international quality standards • Behave with responsibility toward your community and society • Dare to think differently in conquering challenging goals • Keep the spirit of entrepreneurship alive • Maintain a forward-looking mindset: Today is better than yesterday, but not as good as tomorrow • Act with integrity • Believe that nothing is impossible This last value, "Believe that nothing is impossible," is especially meaningful to me. If you had to sum up your entire career to this point in one quote, what would it be? "Compete with giants." This phrase resonates on so many levels, both corporate and personal. In many respects, we are competing with giants when we compete with ourselves. That is why the title of my book is Competing With Giants.
The Third Voice in the Room LinkedIn Enters the ATS Market
an Reid is a man on a mission. As the group product manager at LinkedIn Talent Solutions, Reid is tired of the yawning gap that separates candidate sourcing from candidate management in recruiting. "We are fixing that, come hell or high water," he says with a determination more common among pro athletes angling for a come-from-behind victory, less so among talent acquisition tech professionals designing a new platform. Reid is right to take the matter so seriously. The fact that candidate sourcing and candidate management are still approached as discrete functions, rather than two streams of a seamless recruitment flow, has a dramatic negative impact on recruitment efficiency. As Reid put it last time he spoke to Recruiter. com about the subject, "Let's say I'm in [LinkedIn] Recruiter, and I find someone who is a great fit. I want to send her a message saying she'd be a great fit. But if I don't know she applied two years ago and was a terrible candidate, I'm going to stick my foot in my mouth when I send that message." Duplicate messages, deadend outreach, and time invested in unqualified candidates are just a few of the problems that can arise when recruiters are stuck in what Reid calls the "swivel seat," where they must hop between different platforms for candidate sourcing and candidate management. In an effort to make the swivel seat a thing of the past, LinkedIn is funnel-
ing an increasing amount of time, money, and effort into its Hiring Platform, a modular system of products and services recruiters and employers can mix and match according to their needs. LinkedIn Jobs, LinkedIn Recruiter, LinkedIn Talent Media: Each can snap into place alongside the others in a variety of configurations, almost like Lego blocks. That explains why LinkedIn's codename for the latest addition to its hiring platform used to be "Duplo." These days, it goes by a different name: Talent Hub. LinkedIn Debuts an ATS At LinkedIn's Talent Connect 2017, the company put up a board soliciting suggestions from attendees. "What is the future of LinkedIn Talent Solutions products?" the board asked. "People wrote 'Please give us an ATS' so many times people thought it was just me joking around," Reid says with a laugh. "So, in some ways, this is maybe one of the least creative moves LinkedIn can do. We're literally just doing what our custom-
ers have been asking us to do."
The Third Voice in the Room
Indeed, many of us have been anticipating Linke- Aside from the ease of integration with other dIn's applicant track system for a while now. LinkedIn products, Talent Hub's biggest differenWith Talent Hub, that day is finally arriving. tiator may be the quality of the insights it offers. LinkedIn has close to 600 million users. It has But the ATS market is already a crowded one, hosted tens of millions of job posts. Nearly every and Reid knows that. recruiter in the world uses the platform. Talent Hub leverages the data generated by all of these "You might say, 'Why would LinkedIn have an activities to assist recruiters in their searches. ATS? There are lots of those in the world,'" he concedes. "The answer to that is we think we For example, as a recruiter crafts a job descripcan do it better by bringing source and manage tion for a new role, Talent Hub can chime in with together." suggestions based on similar job ads posted to LinkedIn in the past. Or, when the recruiter starts LinkedIn's Hiring Platform is ATS-agnostic. A re- inputting information about the type of candidate cruiter doesn't need to buy they're looking for, Talent Hub Talent Hub to enjoy the bencan show them the number "If the hiring manager efits of LinkedIn's other prodof candidates on LinkedIn is asking for too much, ucts in the Hiring Platform who fit the criteria. umbrella. That said, one of they'll know because Talent Hub's major strengths "We're not telling you that you the estimated talent pool is the way it can thread mulcan't post this job; we're not will be severely limited." tiple sourcing channels totelling you that you can't get gether into one coherent anyone," Reid says. "We're stream of candidates. thinking of this as almost like a third voice in the room during [recruiting] conIf a recruiter is buying ads on LinkedIn, posting versations." jobs on LinkedIn, and actively sourcing candidates on LinkedIn, they currently have to treat If the first two voices in the room are the recruiter those as three separate channels. There's a lot and the hiring manager, Talent Hub's "third voice" of swiveling going on. can help guide them toward the most effective route for sourcing the right candidates. If the re"We've had this weird scenario before where a lot cruiter is looking for a very niche set of skills in of people bought Jobs from us, and they bought a very small geographic area, Talent Hub might Recruiter," Reid says. "They would post a job and nudge them toward opening up their search radithen alt-tab over to Recruiter, and it knew noth- us a bit. If the hiring manager is trying to zero in ing about the job they just posted." on a certain candidate profile, Talent Hub can recommend additional skills that might fit the profile. If, on the other hand, that recruiter were to adopt Talent Hub, those disparate sourcing channels Not only does the third voice help streamline the would flow together into the same ATS automat- process, but it can also encourage more fruitful ically. collaboration between recruiters and hiring managers, who are not always the best of friends. "It might seem simple, but this is what it starts to mean when you have source and manage to- "Sometimes, you'll have the hiring manager thinkgether in one place," Reid says. ing, 'I asked for all this stuff, and I don't know if maybe I asked for too much or the recruiter just 8
sucks, but he brought us nothing,'" Reid says. "Meanwhile, the recruiter is thinking, 'The hiring manager asked for all this stuff. We'll never find that purple squirrel!'"
the ATS is available to the general public. Currently, a select set of charter customers is testing out Talent Hub, and LinkedIn is projecting a possible late 2019 release.
"You can't really fight between those two people, "We're giving ourselves a relatively long time to but we believe insights are the way to guide them get this right," says Reid. [to a more productive, collaborative consensus]," he adds. That's a smart move on the company's part. The ATS market is almost bursting with options. If In other words: Neither party will feel as defensive LinkedIn wants to give recruiters and employers in having these conversations when the data is a reason to choose its platform over the others, it right there in front of them. If the hiring manager needs to offer something fully formed and unique. is asking for too much, they'll know because the From the looks of things, the company is on its estimated talent pool will be severely limited. way there â€” but in no rush. Taking Small Steps
As they say, slow and steady wins the race.
While there is much to be excited about with re- Matthew Kosinski is managing editor of Recruiter. gard to Talent Hub, it will still be some time before com.
Hard to Hire 2018
Third-Party Recruiting and the State of Talent Acquisition Presented by BountyJobs
ur annual survey report is hot off the presses! "Hard to Hire 2018: Third-Party Recruiting & the State of Talent Acquisition" covers the valuable data captured from our annual survey and serves it up to you in an easy-to-digest report. More than 500 human resources, talent acquisition, hiring manager, and recruitment professionals from a wide variety of industries and company sizes responded to this important survey. The talent acquisition challenges of today are unparalleled, so we ask, "How are you navigating this roller coaster of recruiting while staying in front of your competition?" The Realities of Today's Hiring Landscape Today's hiring environment is the harshest it has been in decades! Ninety percent of respondents to our survey feel the current hiring market is more challenging now than in the past. The culprits more commonly blamed than all the others? The historically low unemployment rate and gaps between the skills employees have and the skills employers need for their open roles were just about tied, respectively cited by 69 percent and 71 percent of respondents. There are fewer people out there looking for jobs today, and it is harder than ever to lure passive candidates away from their current roles. What makes a position hard to fill? While 67 percent of respondents said hiring in competitive industries caused many of their challenges, the obstacles varied among responding groups. The least commonly named challenges on the list were "overwhelmed internal recruiters" (22 percent) and "the hire being outside the internal recruiter's area of expertise" (17 percent). The unemployment rate is low, yet open jobs abound. What's a recruiter to do? We asked, "What recruiting methods might you consider now that you wouldn't have in a less challenging market?" The responses varied, with 40 percent of respondents saying they'd consider third-party search. You might
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be surprised by the selection 61 percent of respondents said they'd consider — download the report to find out! Third-party search was most commonly leveraged by talent acquisition leads, but hiring managers also said they had heavy experience with it. The "quick submission of quality candidates" topped the stack of benefits seen when using a third-party recruiter. Which of the top five recruiting methods was the most used? The report will fill you in! Your biggest competitors are tracking their data analytics very closely — are you? Our report outlines not only the top key performance indicators to measure, but also the most impactful data points to look at whether you're leading talent acquisition for an organization, expanding your team as a hiring manager, or sitting in the recruitment hot seat. The full report covers a number of topics, including: • • • •
The realities of today's hiring landscape When and why to use third-party search Why data analytics are the backbone of successful recruiting strategies A look ahead into 2019
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What Will Happen to HR in 2019?
isillusioned workers are trading corporate life for the freedom of the gig economy. Your employees hate your in-office technology so much they're using their own devices instead, creating an unsecured and unmonitored IT ecosystem — but IT security talent is so hard to find you probably couldn't even police your employees' "shadow IT" network if you wanted to. You can't close your skills gaps because your training and development initiatives lack structure. Welcome to 2019! Okay, so it won't all be bad. Just ask these seven experts. While they may see some obstacles on the horizon for HR and recruiting professionals, they also see some clever solutions. Artificial intelligence (AI) will drive more strategic hiring decisions, new social collaboration tools will make shadow IT a thing of the past, Siri will book our business flights, and a brand new hybrid employment model will give employees the freedom they crave will ensuring organizations get the talent they need when they need it. Get out ahead of the curve today — find out what some of the biggest names in talent are predicting for the future of the field:
AI Streamlines HR, Recruiting, and Professional Development
While many people worry that AI will replace the human workforce, the reality is AI can be a positive assistant rather than a threat. AI software utilizes machine learning to reduce the need for people to handle repetitive tasks. These automated processes create more time for HR executives to focus on advanced strategy for the business as a whole, rather than mundane tasks. Utilizing AI in HR will create a more streamlined recruiting process. For example, AI can scan for relevant keywords in applications and weed out hundreds of applicants based on set criteria — before the hiring team even looks at a single resume. Advanced learning management systems will also propel learning and development into the future by implementing cognitive decision support, allowing for cutting-edge training opportunities like instant feedback on an employee's mood and tone following a client call. — Matt Thomas, President, WorkSmart Systems Recruiter.com Magazine
Culture Comes Under Scrutiny
According to Deloitte's 2018 "Millennial Survey," the world's largest talent demographic has become pretty disillusioned with employer brands. After surveying 10,455 millennials and 1,844 Gen. Z workers around the globe, Deloitte found that only 48 percent of respondents believe corporations are committed to helping improve society, compared to 65 percent in 2017. "Loyalty must be earned, and the vast majority of millennials are prepared to move, and move quickly, for a better workplace experience," write the report's authors. Combine this growing skepticism with a workforce that is generally overworked and overwhelmed, and you may see more candidates jumping ship for gig-based work â€” unless you can convince them otherwise. In a recent episode of Basecamp's Rework podcast, Basecamp cofounder Jason Fried boldly called out our current working culture, which he describes as a "modern interruption factory." Fried posits the toxicity of the "hustle" myth may become more and more apparent to workers. Although they might not have the power to change it, they will at least change the way they view job opportunities. Moving forward, don't be surprised if candidates are scrutinizing not only your mission but also your company's overarching outlook on work, including your work/life balance, perks, and benefits. â€” Darren Bounds, Founder and CEO, Breezy HR
Internal Communication Gets an Upgrade
Clunky corporate intranets with low adoption rates will meet their demise in 2019. While these programs have good intentions, execution is poor, leading users to adopt non-sanctioned tools to do their jobs, resulting in shadow IT. To help combat shadow IT, CIOs will focus on solutions for social collaboration inside that organization, like chatbots, that provide a strong user experience while ensuring compliance with existing processes and regulations. — Stephane Donze, CEO, AODocs
The Digital Transformation of the Office Is Coming
Virtual assistants like Siri and Alexa have been around for several years now, and they continue to evolve and gain new functions. Combining these technologies with smart home devices has already changed the way we live. In 2019, they will also change the way we work. Imagine saying, "Siri, please book my trip to LA." Siri, knowing your preferred airline and car rental agency, makes all the necessary arrangements. She also knows your travel preferences — such as your desire to never fly east to go west or to schedule the red-eye so you can make it home to celebrate your granddaughter's birthday — and can use them to make the right travel decisions with little intervention from you. After making all the bookings, Siri automatically updates your calendar with confirmation numbers, and she remembers to check in for your flights exactly 24 hours in advance. — Jeff Ton, SVP, Product Development and Strategic Alliances, InterVision Recruiter.com Magazine
Security Personnel Will Be the Biggest IT Talent Pain Point
With technology being the foundation of modern business, IT talent will always be in high demand. In 2019, no IT talent will be more in demand than highly qualified security professionals. According to CyberSeek, 17,000 information security analyst openings went unfilled from 2017 to 2018. Given the rapidly evolving cyberthreat landscape, companies have little choice but to take greater risks to acquire the right talent, even poaching to make up for shortages when necessary. As poaching across the marketplace ramps up, your own business could lose key personnel. You will need to get creative in order to recruit and retain security talent, especially if your business is mid-sized or small. In fact, many companies are likely to engage with expert third parties to close their security gaps in 2019. — Kevin Van Mondfrans, Senior Director of Product Management, InterVision
Organizations Will Appoint Digital Skills Officers to Manage Their Teams’ Technical Skills
Our customers frequently speak of a disconnect between their existing training programs and the skills their teams need in order to succeed. Training and development opportunities are often offered without structure. As a result, they do not always align with the company's technical goals. To solve this problem, we predict organizations will begin appointing digital skills officers to manage their teams' technical skills and create structure in training efforts. Digital skills officers work closely with the office of the CTO and CIO to align training efforts with technical road maps, focusing on contextualized training to drive successful learning outcomes. — Stefano Bellasio, CEO and Founder, Cloud Academy
A Hybrid Gig/Full-Time Employment Model Will Emerge
The gig economy will continue to grow in 2019, but marketplace-style models, where anyone can be an expert, will no longer meet the needs of those looking to hire. Instead, companies will want to hire individuals who actually feel like part of the team at the cost benefit of hiring on a gig basis. Right now, we're seeing a merging of the gig economy and the traditional, full-time employment model. It's a model where both quality and quantity are maximized â€” the best of both worlds. Previously, hiring a freelance gig worker was a static process. They came in and did the job they were assigned â€” nothing more. With the elasticity that technology provides, organizations are free to get more services when they need more services. It's similar to when you need more computer storage: When you need more storage, you need it, and it usually only takes the click of a button to get it. Since sales and marketing teams are always the first to feel the squeeze during tough times, it's important that they lower costs in 2019. Leveraging the gig economy is one way to get that done. Think: outsourcing specific job functions to an SaaS that operates at a lower cost than a full-time hire, like using a tool to grow your sales pipeline through prequalified leads. In 2019, there will be no more hoping, bidding, and waiting for jobs in the marketplace. We'll see consistent gig employment that gives employees the flexibility they want while giving brands the stability they need. â€” Russ Perry, CEO, Design Pickle
Amazon Comes to the East Coast Local employers will need some new tricks to compete against the tech giant for talent Mike Hicks
he bidding war is over: Amazon is moving to Questions Local Companies Should Consider the Big Apple and next door to the nation's capital. Working for a major player like Amazon comes with perks, but 29 percent of Gen. Z-ers prefer an The company's selection of New York City and empowering work culture over higher compensaNorthern Virginia for its new headquarters is a tion, according to a survey by Door of Clubs. Rathmajor win for the combined 50,000 people Am- er than trying to keep up with Amazon's business azon will employ in those regions. Labor market model, local companies should focus on creating participants will have many more job opportuni- positive workplace cultures that keep employees ties to choose from, and considering Amazon's engaged. high-profile status and recent minimum wage Companies going head hike to $15 per hour, the to head with Amazon company is an ideal emwill have to market ployer for many candithemselves as great dates. places to work and deliver on that promise. However, the exciteWhat keeps employees ment this news generat the same company ates for the job market for years is an atmois not shared by local sphere they enjoy workcompanies, which now ing in every day with opface more pressure than ever to recruit and retain portunities to move up. Keeping these workplace top talent. priorities in mind, employers can leverage their tech stacks and digital workplaces to compete Attracting skilled candidates is already a ma- with conglomerates like Amazon. jor challenge for companies across the US: Job openings hit a record high this past July with How Local Companies nearly 7 million vacancies, outnumbering unemCan Keep Employees Engaged ployed people by 659,000. Making employees' lives at work as easy as possiTo compete with Amazon, employers in these ble is key to keeping them engaged, but many emmarkets will need to use the right non-monetary ployees waste time on tasks that could be easily benefits to attract the best applicants and keep eliminated with the right collaboration tools. For existing employees from leaving. example, an Igloo Software study found the aver18
How Does Your Culture Square Against Amazon's? To evaluate the effectiveness of their current workplace environments and determine the areas they should improve to maintain a competitive edge, employers should answer the following questions: 1. How do my employees perceive the work- 5. Does my organization offer opportunities for place culture at my organization? Do they con- employees to socialize and collaborate with sider it a positive, neutral, or negative environ- teams outside their departments? ment? 6. Does my business offer incentives beyond 2. What am I actively doing to enhance the pay or bonuses to motivate employees? workplace culture at my organization? 7. Are my employees equipped with the right 3. What is the onboarding process like? Do new tools to do their jobs effectively? Do my emhires feel confident in the training they receive ployees experience frustrations with commuto do their jobs? nication silos or misinformation? 4. What opportunities does my organization of- 8. Is there anything else I can do to make the fer employees when it comes to ongoing train- employee experience better at my organizaing to grow their careers? tion? age worker spends nearly 20 percent of the workweek looking for internal information or tracking down colleagues. Connecting people and information through a centralized workflow removes the pain points employees face throughout their days, creating a more enjoyable and convenient employee experience. Employers can streamline communication and improve collaboration through digital workplace tools. When all documents and messaging platforms are housed under one roof, employees can easily find the resources they need and feel connected to their colleagues. Business owners can also create engagement opportunities best suited for their organizations, like discussion forums, leadership blogs, mentorship programs, training modules, and internal social media channels. With the added congestion Amazon will most likely bring to New York City and Arlington, emRecruiter.com Magazine
ployees in these markets will also be drawn to organizations with flexible work-from-home policies. Business owners should accommodate the needs of remote workers by providing tools that eliminate information silos caused by the inconsistent use of various, unintegrated communication channels â€” a common problem among distributed teams. â€” As Amazon sets up shop on the East Coast, employers need to analyze their cultures and improve their employee experiences to avoid losing top talent. Strong communication and collaboration solutions can help companies retain a competitive edge over one of the biggest industry players. Mike Hicks is vice president of strategy at Igloo Software. 19
Sometimes You Have to Be the Executioner Dudley Slater
Organizations are not democracies. They demand strong leadership, and strong leaders must prioritize the interests of the organization over any one individual â€” even nice, well-meaning people like Todd.
alk about the toughest reality of leadership.
Todd stopped eating after only a few bites of his breakfast. His devastation was evidenced by the pale look on his face and his steaming breakfast, which sat untouched and growing cold as the impact of my words sank in. Only moments earlier I had said to him, "I'm sorry, but I am terminating you." An otherwise upbeat guy, Todd seemed to drift off at that moment. Perhaps he was wondering how he would tell his wife and kids. Perhaps he was wondering how he would pay his mortgage or provide for his family. That horrible breakfast was more than 15 years ago, and I now know that Todd landed on his feet â€” helped by our generous severance package. We corresponded recently, and I delighted in learning that he still wants to keep in touch. Todd seems more resilient and capable of moving on than I am. My gut still aches when I think about that morning and the awful responsibility I assumed in making the decision to terminate Todd. At that time, I did not appreciate the critical importance and necessity of wielding the axe for the sake of the organization. At that time, I had no idea our business would grow to employ more than 2,000 people, becoming one of the 10 largest companies in our industry. At that time, I simply wanted to leave the restaurant and escape the pain I felt after devastating Todd and his family. To this day, terminating employees, at all levels, remains the most painful and difficult experience of my career. That pain was especially acute when it involved people like Todd, who worked hard, brought a good attitude, and committed themselves to the company. A fusion leader, which I aspire to be, understands that the welfare of the organization is more important than any individual. Fusion leaders, as the name implies, emphasize behaviors that "fuse"
their teams together around a shared mission or purpose. Fusion leaders know it is essential to prioritize the collective ego — meaning the health of the organization — ahead of the selfish ego — meaning their own interests.
The message you communicate by failing to act when it is necessary will eventually devastate your organization by encouraging a culture of underperformance or a culture of disregard for company policies.
Fusion leaders know — or eventually learn, as I At the same time, being a tough leader does did — when it's time to wield the axe! not mean the leader needs to be cruel. There is a right way and a wrong way to terminate As nice and well intentioned as he was, Todd was underperformers. Unlike some celebrities and underperforming. His results lagged and began politicians who delight in pointing the finger and to stand out when compared to other regions announcing "You're fired," a great leader knows in our company. If I did not act, the future of our this is not about them at all. It is about what is organization was literally at risk. best for the organization. The leader must terminate others for obvious At our company, we sought to evidence our underperformance. The leader must terminate desire to be fair and even-handed by supporting others for blatant violation of company policies. one of the most generous severance policies The leader must terminate others for continued and outplacement programs in our industry. efforts to work against the organization's I remember challenges from my board, who strategy or tactics. Organizations are not asserted that these programs were too generous. democracies. They demand I fought hard, however, strong leadership, and strong to defend these policies, "I simply wanted leaders must prioritize the advocating the view that to leave the restaurant interests of the organization I wanted everyone in the and escape the pain I felt." over any one individual — organization to know they even nice, well-meaning would be taken care of, people like Todd and especially the leaders provided they worked hard and evidenced their themselves. commitment to our purpose, even if they or their job were terminated. Being the boss is tough. You cannot allow your friendships, your feelings of empathy, or your Leaders at all levels face daily decisions that test need for acceptance to undermine what is best their commitment to their organization's purpose, for the organization. Sadly — or fortunately — we tempting the leader to err toward their selfish are all human, and there are times when we don't interests at the expense of the organization — for agree, get along, or carry our weight. This is not example, the question as to who is the smartest about judgment or measuring one's worth. It is person in the room when the leader conducts about demanding performance and adherence to a meeting, or the question as to how much the the organization's objectives and purpose. If one leader should pay themself compared to others. person, for whatever reason, becomes an obstacle to your organization's purpose, they have to go. The decision on when to wield the axe and It's the leader's job to make that happen. terminate people is equally important — when done for the sake of the organization and A leader who fails to own this responsibility implemented properly. communicates the message that it is okay to chronically underperform, or that it is okay to violate Dudley Slater is coauthor, with Steve Taylor, of company policies, or that it is okay to continually Fusion Leadership: Unleashing The Movement of work against the organization's strategy or tactics. Monday Morning Enthusiasts. Recruiter.com Magazine
Future-Proof Your Recruiting Career With a More Diverse Skill Set
he current business age is marked by its rapid pace of automation. Artificial intelligence (AI) grows more sophisticated with each passing day, and companies across industries are constantly looking for new ways to automate old tasks.
just sit back and do less. Instead, you need to use your free time to focus on the more creative and strategic elements of recruiting. Do that, and you can actually become a more valuable player in the age of AI, rather than an obsolete one.
That's not all you can do. It is also important to While the technological breakthroughs are ex- invest in professional development. If you exciting, they have also fueled concerns about job pand your skill set into multiple areas of talent loss. According to McKinsey Global Institute, acquisition, you can become more indispensAI may take over as many as 800 million jobs able to your company. by 2030. We're not just talking about low-wage work: Even white-collar office workers like ac- Broadly speaking, we can divide the recruitment count clerks and underwriters are at risk. field into two major areas: The realm of talent acquisition and recruiting is 1. Business development, which includes sourcnot immune. From job-matching algorithms and ing and securing new clients for a recruiting resume parsers to AI-powered sourcing platfirm, as well as maintaining relationships forms and chatbots, AI is shouldering more and with those clients more of a recruiter's traditional workload. 2. Recruiting/talent acquisition, which includes sourcing new candidates and placing them in How can you future-proof your talent acquisition appropriate positions, along with all related career in the face of rapid automation? work like talent pipelining, employer branding, etc. For starters, you need to learn how to work with these If you're only adept in one of these realms, aunew tech tools. These tomation poses more of a threat to you. If, howtools are taking re- ever, you are just as good at landing new clients petitive tasks as you are at attracting new talent, you can offer off your plate, employers something that very few of your combut you can't petitors can. 22
Finding the Right Professional Development Opportunity The Recruiter.com Certification Program (RCP) is an online training portal designed to teach anyone, anywhere how to be a recruiter. However, it's not just for newbies: Recruiting professionals looking to expand their skill sets into new areas can also gain much from the RCP. The RCP offers two different packages, covering the two major aspects of recruiting and talent acquisition: Business Development - $99
Standard - $299
• Access to 8 expertly developed courses on business development • Learn how to look for new client leads and close a deal • Official certificates issued for each unit completed • Study at your own pace within an 8-week period • Track which courses you have completed and what is left to do • Take your courses at any time, anywhere, and on any device • Access to discussion boards to network with your peers • Receive support from the RCP training team • Learn on the go with a mobile-friendly interface • Rich and engaging content makes learning fun • All courses are interactive to promote retention of information • No app downloads necessary
• Access to 12 expertly developed courses focused on recruiting • Learn the basics of recruiting from sourcing to placements • Learn how to use the Recruiter.com Job Market Platform • Official certificates issued for each unit completed • Study at your own pace within a 12-week period • Track which courses you have completed and what is left to do • Take your courses at any time, anywhere, and on any device • Access to discussion boards to network with your peers • Receive support from the RCP training team • Learn on the go with a mobile-friendly interface • Rich and engaging content makes learning fun • All courses are interactive to promote retention of information • No app downloads necessary • Access to a private Facebook support group • Graduates receive exclusive job orders from Recruiter.com clients
The RCP is also a SHRM-CP© and SHRM-SCP© Recertification Provider, so HR and talent acquisition pros can kill two birds with one stone. Upskill while earning 45 Professional Development Credits (PDCs) toward SHRM recertification! If you are ready to make yourself indispensable in an ever-changing business landscape, visit https://www.recruiter.com/recruiter-training.html today for more information on enrolling in the RCP.
By learning the ropes of both business development and recruiting, you are rolling the skills of two or more employees into one package, making yourself a more attractive and cost-effective option. The more you can do, the more incentive employers have to hire and retain you above competing talent acquisition professionals. I Work in Corporate Talent Acquisition â€” Why Does Business Development Matter to Me? You don't have to deal with clients in corporate talent acquisition, but sharpening your business development skills can still be a crucial differentiator for you. Business development isn't just relevant to recruiting â€” it's relevant across all aspects of a business. A company can't survive if it isn't selling goods and services to customers, and finding those customers requires business development. If you understand business development, you can better understand the company's overall operations. This elevates you from someone who finds and places talent to someone who can understand talent acquisition as one piece of the company's business strategy. That strategic perspective is invaluable; it marks the difference between someone whose job could be done by a computer and someone who performs high-level functions that AI can't touch. Learning about business development makes you a stronger asset for your company. It makes you a more strategic talent acquisition professional, which could lead to a promotion or even a seat at the executive table. The robots may be coming for our jobs, but they don't have to come for yours. By investing in your own professional development today, you position yourself to succeed for years to come â€” no matter what new tech may arrive to disrupt the field.
Mitigating the Legal Risks of a Rapidly Growing Workforce Susan Schaecher
This past September, Samsung announced it plans to hire 1,000 artificial intelligence researchers as part of a $20 billion investment in emerging technologies over the next three years. If past experience is any indication, the emergence of these new technologies is likely to spur rapid workforce growth in a host of other companies as well. While Samsung may be large enough to absorb 1,000 new employees without much trouble, other companies facing rapid growth may unwittingly set themselves up for legal problems. Here are a few tips for lessening the growing pains:
1. Be Accessible
improve terms and conditions of employment. Policies written or modified without legal review The Americans With Disabilities Act and state may codify errors, and failing to stay current anti-discrimination laws prohibit discrimina- when growing your workforce only multiplies the tion against applicants and employees based potential problems. on disability and may require accommodation of disabilities. Ensure that job announcements 3. Correctly Classify Your Workers and online application systems are accessible to persons with disabilities. Confirm that inter- Use caution when classifying workers as indeview locations are physically accessible. Be pre- pendent contractors. Many agencies on the pared to provide accommodations by assigning state and federal level have a stake in whether staff to arrange and approve requests in a timely workers are misclassified, as it deprives them of fashion. tax money. Thus, they are motivated to identify misclassifications and to share that information Disability and medical inquiries may be made with other agencies. Mistakes can be quite costonly after an employer extends a conditional job ly for an employer. offer. Once an offer has been made, an employer may ask the applicant whether they can perform Complicating the matter is the lack of a single the job and to describe or demonstrate how they definition of what constitutes an "independent would perform the job, with or without reason- contractor." Some agencies use a 20-factor test, able accommodation, if the questions are asked others use an "economic reality" test. Using cerof all persons entering the job category. tain language in a written agreement creates a rebuttable presumption of independent contractor status under some laws. Whatever the fac2. Keep Your Policies Current tors at play, such agreements should be in writWhen was the last time your employment appli- ing and reflect the factors, not contradict them.
cation form and employee handbook were reviewed? We generally recommend a review every Correctly classifying employees as exempt or year or two to capture legal developments and nonexempt from minimum wage and overtime requirements is vitally important, as failing to ensure compliance because laws change. pay overtime can also be costly. Many employFor example, there is a movement afoot to "ban ers mistakenly believe that all employees who the box." States are adopting laws that prohibit are paid a salary are exempt. It is not that simemployers from asking whether an applicant has ple. The duties an employee actually performs â€” ever been convicted of a crime. Another example not the job title â€” determine whether or not the of the changing legal landscape concerns equal employee is exempt. If the duties test is met, the employment opportunity statements that list employee must also be paid on a salary basis. the forms of prohibited discrimination. Although The most commonly used exemptions are the federal courts are conflicted over whether dis- "white collar" exemptions for executive, adminiscrimination laws prohibit discrimination based trative, professional, and sales employees. Regon sexual orientation, many state laws and local ulations set out the required duties for each of ordinances now prohibit it. Paid leave require- these exemptions and must be considered when ments also are being adopted by an increasing creating new positions. number of states and local governments. Even the National Labor Relations Board gets into the Remember that an employee's actual duties may act by declaring that certain policies interfere change over time, so periodically audit your claswith employees' rights to join together to try to sifications of existing employees. 26
"When was the last time you reviewed your employee handbook?" 4. Use Restrictive Covenants Carefully Companies use restrictive covenants to protect their businesses from harm when employees are in a position to do harm by using information gained through their employment with the company to compete with it, solicit employees or customers, or disclose confidential or trade secret information.
candidates for restrictive covenants, but employees have a right to earn a living, and because of perceived unequal bargaining power between employers and employees, restrictive covenants are disfavored. Contracts that lessen competition are against public policy, so to be enforceable, covenants must be strictly limited as to time, geographic area, and the scope of the company's business interest to be protected. One size does not fit all. Tailor your agreements to the employee in question and the ways in which they could potentially harm your company.
Employees engaged in artificial intelligence and other emerging technologies may be prime States are increasingly scrutinizing restrictive covenants to limit their enforcement against low-wage workers. Under some state laws, non-compete agreements may not be enforceable against certain types of employees, such as non-management employees or workers in public health and safety. Continued employment may or may not be sufficient consideration in exchange for an agreement; an employer may be required to offer something more. Agreements may not be allowed to specify that the law of a state other than the state in which the employee works applies or that cases need to be litigated in a different state. Make sure that any agreement you use is up to date and compliant with applicable state law. Also receiving increased scrutiny are "no poach" agreements, which typically involve two or more employers agreeing not to hire one another's employees. Employers like the agreements because they serve to protect their investments in training and enable them to retain talent. Opponents believe such agreements harm the economy because they limit job opportunities and earning potential. They also raise antitrust concerns. The Sherman Act prohibits entities from entering into agreements that unreasonably restrain 27
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trade. Several years ago, the US Department of Justice filed lawsuits against large technology companies claiming such agreements are per se illegal. The department has since issued guidance stating that it will criminally pursue violators. Companies should not enter into written or oral "no poach" agreements. â€” These are just a few of the myriad considerations employers must take when hiring a large number of employees in a short time. Employing personnel or an attorney with a strong human resources foundation and up-to-date knowledge of employment law is necessary to avoid compounding errors. You should also regularly review your company's employment-related practices to ensure they are up to date. Susan Schaecher is a partner at Fisher Phillips. This article is for informational purposes only and does not constitute legal advice.
Sales Talent Tells All Why Top Sales Reps Retreat During Times of Low Unemployment Karyn Mullins
he global talent shortage has hit a 12-year high, according to a recent ManpowerGroup survey, with 45 percent of employers reporting they cannot find candidates with the skills they need. A recent MedReps report, "The Truth Revealed: Is Low Unemployment Causing a Medical Sales Jobs Shortage?", uncovered some of the fears driving the talent shortage in the medical sales industry. These fears are heightened during times of low unemployment, which makes sales talent hesitant to take on new opportunities.
advancement truly are plentiful. Then, show sales reps how their skills make them top-quality candidates, especially during this time of lower job market competition. Give them specific examples of how their emotional agility, quick problem-solving skills, or eye for detail can help Sales reps are haunted by flash- fill gaps at your organization. backs of the Great Recession. This shows them their skills are During that time, 74 percent of not just in demand, but will ultirespondents couldn't find a new mately help them hit the top of job. Sales reps have reason to the leader board at your compalook warily on the current job ny. market: the last 10 recessions The Last Recession occurred immediately after draLeft Deep Scars matic dips in unemployment. this is an incredible misconception. However, it's a very real fear held by many sales pros. Sixty-six percent of respondents to the MedReps survey said if they lost their job tomorrow, it would be challenging to find a new one due to low unemployment rates.
Recruiters must be considerTo help sales talent overcome ate of sales reps' fears. This is their fears â€” and decide to take best accomplished by creating your open role â€” you must first deeper relationships, developunderstand what's going on in- ing trust, and paying careful atside their minds: tention to sales reps' focus on job security. Stay in touch with Low Unemployment Rates candidates to keep them updatMake It Harder to Find a Job ed on open roles that align with their unique skills and passions As a recruiter, you understand so they see their options for
Sales reps' careers were impacted from all sides by the Great Recession. Along with facing challenges in finding new jobs, respondents to the MedReps survey noted they were laid off (70 percent) and couldn't hit performance goals (65 percent). All of these issues would push even the most confident talent
into hiding as economic trends threaten another recession. Any recruiter can make empty promises of zero layoffs and attainable performance goals, but this is not enough to draw passive talent away from their current jobs. Instead, focus on the tangible aspects of your sales roles. Show candidates your team's sales goals are recession-proof because you're producing quality healthcare products that will remain necessary even through economic downtimes. Drive this point home by emphasizing the business's plans for development and explaining how those developments will impact the lives of patients everywhere. They're Not Willing to Risk Reduced Income The best sales employees have the ability to think above and beyond income. Their passion for their products, customers, and the greater good is what appeals to buyers during the decision-making process. However, income remains of critical importance to sales pros. Passion and dedication can only take them so far, which is likely why 31 percent of respondents to the MedReps survey said they fear a reduction in income if another recession hits. Passive candidates are viewing companies more critically than usual. They're considering how comfortable they are with their current income and weighing the risks of moving to a new role during a time of financial uncertainty. Rather than focusing directly on income when recruiting sales talent, highlight the sales team's success through the Great Recession and as the economy has recovered. Be honest: If there was a dip, show prospective candidates how the company and its leaders stepped up to ensure employees were taken care of until sales improved again. Candidates will appreciate this honesty and will recognize that there are plans in place to protect employees during financially hard times. Karyn Mullins is president of MedReps.com.
Glassdoor's 'Best Places to Work' 2019
According to data from Glassdoor, 73 percent of employees are "okay" or "satisfied" with their jobs and companies. Of course, some of those employees are more satisfied than others, especially those who work at one of the companies on Glassdoor's "Best Places to Work" list. Now in its 11th year, the Glassdoor list uses the ratings and reviews of real employees to determine which organizations create the most engaging, rewarding, and meaningful workplace environments. The top employers on this year's list come from a range of industries, including technology, manufacturing, and finance, but they all share a few things in common, including: • • • • • •
Mission-driven company cultures A focus on ensuring employees feel valued Competitive compensation, perks, and benefits Plenty of opportunity for career advancement Transparent senior leadership Challenging, exciting, impactful work
Being one of the "Best Places to Work" is not only a powerful recruiting tool, but it's also good for the business's bottom line. In fact, one study found that companies on Glassdoor's list outperformed the overall S&P 500 in terms of stock market returns by as much as 122.3 percent! Your company may not have made it on this year's list, but that doesn't mean you can't follow the winners' leads. Take some pages from the playbooks of the best places to work:
Top 10 Best Places to Work in 2019
What employees say on Glassdoor: "Bain really lives and breathes its values. I feel both challenged yet supported every single day, and I truly feel that I am making an impact."
What employees say on Glassdoor: "Fantastic company culture of 'happiness.' You feel it every day, and you can't wait to come to work because you feel cared for."
What employees say on Glassdoor: "You have great opportunities to advance both in store and at the corporate level. They offer great training and have a great support structure."
What employees say on Glassdoor: "The biggest pro of Procore is the opportunity for career growth. Procore is all about making you better and letting you follow your interests."
What employees say on Glassdoor: "Best work/life balance, amazing benefits, amazing people, and most importantly, a people-first focus. What else can you ask for?" 32
What employees say on Glassdoor: "I love working for a company whose vision aligns with my personal beliefs. We are motivated by our belief that we are changing the world for the better."
What employees say on Glassdoor: "I've never worked at a company that cares so much about its people. Taking care of yourself and working sustainably are part of the culture."
What employees say on Glassdoor: "Working at Google is truly amazing. The best people, perks, and awesome company culture with lots of opportunities for growth."
What employees say on Glassdoor: "So fun and supportive! The company is phenomenal and really helps you toward your goals inside and outside the company!"
What employees say on Glassdoor: "Profit sharing when applicable is wonderful. Salaries are competitive. Great culture and community give-back events." Recruiter.com Magazine
Top 5 Best Places to Work in 2019 (SMBs Category)
What employees say on Glassdoor: "Heap is one of the few companies I have come across that has the triple play: great people, technology, and culture!"
What employees say on Glassdoor: "The culture here is very vibrant and alive. Not your typical office job. In fact, we're usually in client-facing roles throughout the day."
What employees say on Glassdoor: "Tight-knit community, smart coworkers, focused on keeping employees happy and providing a productive work environment."
What employees say on Glassdoor: "Marketing360 sets you up for success by having the tools and resources available. If you are driven, you will find growth within the company."
What employees say on Glassdoor: "Amazing leadership and a high value placed on work/ life balance. This is a company with high integrity." 34
What the Winners Say
"This year, our leadership has invested in more frequent communication to share our vision and strategic ambitions for our firm, including a reaffirmation of our company mission. The level of transparency and engagement from firm leadership translates directly to employee enthusiasm and excitement about our business outlook and firm journey." - Manny Maceda, Worldwide Managing Partner at Bain & Company
"Hiring well is the single most important thing we can do at Heap. I try to repeat this mantra as often as I can. "In fact, one of our company values is centered around how to hire well: 'Emphasize slope over Y-intercept.' This means we value potential ('slope') over past experience ('Y-intercept') in evaluating candidates. We believe potential is best predicted by finding people who are lowego, ambitious, smart, and intellectually curious. "Because traditional interviews are designed to assess past experience, as opposed to someone's slope, we wanted to flip the traditional interview process on its head. One of the more unique things about our interview processes is that we make our interviews resemble the actual day-to-day as much as possible. We have engineering candidates spend the day designing and building end-to-end features. We have sales rep candidates iterate on mock customer calls with us. We even have potential managers interview their future teams to find patterns and produce plans to improve execution." - Matin Movassate, CEO at Heap
"When you think of a career at an airline, many candidates are excited about the free flights. Those are definitely a nice perk, but our culture is what sets us apart. What you read about Southwest will never be able to capture fully the heart of our employee experience. Regardless of the position, I think we do a really good job of providing purpose in our work â€” a shared cause to rally around." - Greg Muccio, Director of People at Southwest
Final Takeaways The Fall of Facebook (Sort of) While coming in at No. 7 on this year's list is no small feat, Facebook held the No. 1 spot last year. What happened? We can't say for sure, but Facebook has had a tumultuous year. Chafing against leaders' priorities, WhatsApp's and Instagram's cofounders left the company. The Cambridge Analytica scandal, government inquiries, and accusations of anti-Semitism also left dark marks on the company's reputation. The lesson here might be the value of transparency. Many employees of Facebook were just as shocked as the general public to learn about these issues, suggesting that Facebook's leadership was not entirely forthcoming with employees during challenging times. Considering how much the companies on this year's "Best Places to Work" list value regular communication with staff members, Facebook may want to be more open with its employees going forward.
Are SMBs Just Better? The top five employers on the list of large companies have an average score of 4.52 on Glassdoor, while the top five employers on the small and medium-sized business (SMB) list have a slightly higher average score of 4.9. Does that mean SMBs are just better places to work? Not necessarily, but it does suggest SMBs have something going in their favor. In a smaller company, employees are in closer contact with organizational leaders. When there are fewer layers between leadership and the front line, employees feel a more immediate connection to the company's mission, vision, and values. Similarly, employees are more likely to feel their voices are heard and respected. Without rigid processes and procedures, small companies may also be able to offer more personalized career paths and more work/life balance. Large companies obviously can't change their sizes, but they can try to operate like small companies by removing gatekeepers, being more flexible, and giving employees more personalized attention.
The Same Strategies Don't Work Everywhere This year, SAP was the only employer to appear on five different lists: US (No. 27), Canada (3), UK (8), France (23), and Germany (1). Why didn't other top organizations have the same kind of globe-spanning performance? Here's one hint: the words "work/life balance" and "flexibility" appeared in 1434 employee reviews of SAP on Glassdoor. Being a "Best Place to Work" is a context-dependent designation. Your employees are only going to see your organization as a great place to work if you're meeting their unique needs and creating an environment in which they can thrive. A one-size-fits-all approach will never get your company on the list, let alone five different lists. Different employee populations require different accommodations. By valuing flexibility, SAP has set itself up to keep winning spots on Glassdoor's lists for years to come.
Mike Hicks is vice president, marketing and strategy, at Igloo Software. Mike brings 20 years of experience to Igloo and leads all marketing efforts, including responsibility for bringing new products and services to market. Mike is a recognized leader in global enterprise software marketing, and his career includes senior roles at integrated communications agencies and global enterprise software companies. Prior to joining Igloo, Mike led enterprise marketing and global demand generation for the software portfolio at BlackBerry through its shift to being a software-driven company. Susan Schaecher's practice has been dedicated to representing employers in labor and employment-related matters since 1984. She represents employers in bench and jury trials, appeals in state and federal courts, arbitrations, mediations, proceedings before state and federal administrative agencies, and government audits. She also advises employers involved in investigations, drafting policies, and negotiating agreements. Karyn Mullins is the executive vice president and general manager of MedReps.com, a job board which gives members access to the most sought-after medical sales jobs and pharmaceutical sales jobs on the web.
Dudley Slater is the author of Fusion Leadership: Unleashing the Movement of Monday Morning Enthusiasts. Slater was the cofounder and CEO of Integra Telecom, where he grew the company from nine to more than 2,000 employees, transitioning it from a startup to national prominence as one of the 10 largest fiber-based telecommunications companies in the United States. Under Slater's leadership, Integra raised more than $1.3 billion in capital and constructed one of the most advanced metropolitan fiber networks in its region, helping to earn him the distinction of being named "Entrepreneur of the Year" in the Northwest in 2011 by Ernst & Young. Attributing his company's success to its people, Slater is fascinated by the behavioral traits of leaders who successfully create companies that defy national norms. Slater partnered with other leaders of iconic, nationally recognized organizations to refine the knowledge and techniques that make up the practical, everyday tenets of the Fusion Leadership Movement. Slater has two beautiful, grown children (Toryn and Kathrina) and lives with his wife of 29 years, Laurie, in Portland, Oregon, and New York, New York.
The people. The platform. The power.
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