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37 Things I Have Learned From Genius Leaders

December 10th, 2013

In my almost 37 years of life, I have been privileged to work with, learn from and study some amazing leaders. Leaders I call Genius. As I approach my 37th birthday I set down to really think about what I have learned from these awesome teachers. Below you will find a summary of what I have learned from these Genius Leaders.

1.They are humble.
2.They are comfortable in their own abilities so they can share responsibility with others.
3.They guard their time.
4.They live by a big vision.
5.They acknowledge the team more than themselves.
6.They are constant learners.
7.They can communicate well both verbal and non-verbally.
8.They love a great challenge.
9.They are aware of their fears; they just don’t let them get in the way.
10.They see delegation as shared power, not weakness.
11.They say thank you a lot.
12.They use goals as a tool to accomplish great things.
13.They are great listeners.
14.They meditate daily.
15. They take good notes on life.
16.They put a high value on relationships.
17.They invest their wealth wisely.
18.They have a unique perspective on life.
19.They have learned to silence the critics with their results, not their reaction.
20.They read valuable stuff daily.
21.They are willing to challenge the status qua.
22.They have learned to overcome procrastination.
23.They rewrite the book on impossible.
24.They have thrown away their iron fist of leadership philosophy.
25.They have learned to work hard on themselves and inspire others, rather then try to change others.
26.They have great faith.
27.They enjoy life.
28.They are disciplined.
29.They have a positive attitude.
30.They manage their stress well.
31.They work on their character often.
32.They live from their Genius Potential.
33.They are not intimidated by feed back.
34.They have a strong sense of their legacy.
35.They have mentors and they mentor others.
36.They have a compelling why for what they are doing in life.
37.They are problem solvers, not problem fixers.

——————————————————————————–

About Dr. Will

Hi, I’m author of the critically acclaimed book,
Genius Potential: Learn to Identify, Develop and Release
Yours!
I am the CEO of Will Moreland International, LLC a think
tank that is dedicated to developing world class leaders in
life and business. I also speak on leadership, personal development
and organizational excellence

Phoenix Jobless Benefits Call Center Closing – It Is Not What You Think

January 28th, 2013

Arizona Republic Reprint

By Josh Brodesky
Fri Jan 25, 2013 5:06 PM

The state Department of Economic Security has closed its Phoenix call center for unemployment insurance, citing cuts in federal funding as fewer people claim benefits.

Although DES officials say it reflects an improving Arizona economy, the closure of the Phoenix call center means the loss of 29 full-time positions. The agency is working to find new positions for the former call-center employees.

A call center in Tucson will remain open.

Although businesses contributed to the unemployment-insurance fund, administration of the Arizona Unemployment Insurance program is 100 percent federally funded. That funding is largely based on how many people are claiming benefits. More than 200,000 people claimed benefits in 2010, but that number dropped to less than 75,000 this month.

“The job market in Arizona is improving, and that naturally leads to a decline in the number of people who are receiving unemployment benefits,” said Mark Darmer, deputy assistant director for employment and rehabilitation services at DES.

Arizona’s unemployment rate was 7.9 percent in December. It was well above 10percent for much of 2010.

Darmer said people exhausting their unemployment benefits also factored into the reduction of claims being filed.

The agency said declining federal funding may lead to similar cuts in at least 21 other states.

The call-center closure comes just before DES moves to an electronic filing system for all new unemployment-insurance claims. Beginning Feb. 1, any person filing a new unemployment-insurance claim will have to do so online at www.azui.com. The agency said about 80 percent of all people file their claims electronically.

That means the change should affect only about 1,000 to 2,000 people a week, Darmer said.

He said county-run One-Stop job centers across the state can help people with their online applications as well as provide training and workforce-development opportunities.

37 Things I Have Learned from Genius Leaders

January 9th, 2013

In my almost 37 years of life, I have been privileged to work with, learn from and study some amazing leaders. Leaders I call Genius. As I approach my 37th birthday I set down to really think about what I have learned from these awesome teachers. Below you will find a summary of what I have learned from these Genius Leaders.

1.They are humble.
2.They are comfortable in their own abilities so they can share responsibility with others.
3.They guard their time.
4.They live by a big vision.
5.They acknowledge the team more than themselves.
6.They are constant learners.
7.They can communicate well both verbal and non-verbally.
8.They love a great challenge.
9.They are aware of their fears; they just don’t let them get in the way.
10.They see delegation as shared power, not weakness.
11.They say thank you a lot.
12.They use goals as a tool to accomplish great things.
13.They are great listeners.
14.They meditate daily.
15. They take good notes on life.
16.They put a high value on relationships.
17.They invest their wealth wisely.
18.They have a unique perspective on life.
19.They have learned to silence the critics with their results, not their reaction.
20.They read valuable stuff daily.
21.They are willing to challenge the status qua.
22.They have learned to overcome procrastination.
23.They rewrite the book on impossible.
24.They have thrown away their iron fist of leadership philosophy.
25.They have learned to work hard on themselves and inspire others, rather then try to change others.
26.They have great faith.
27.They enjoy life.
28.They are disciplined.
29.They have a positive attitude.
30.They manage their stress well.
31.They work on their character often.
32.They live from their Genius Potential.
33.They are not intimidated by feed back.
34.They have a strong sense of their legacy.
35.They have mentors and they mentor others.
36.They have a compelling why for what they are doing in life.
37.They are problem solvers, not problem fixers.

——————————————————————————–

About Dr. Will

Hi, I’m author of the critically acclaimed book,
Genius Potential: Learn to Identify, Develop and Release
Yours!
I am the CEO of Will Moreland International, LLC a think
tank that is dedicated to developing world class leaders in
life and business. I also speak on leadership, personal development
and organizational excellence. To learn more about me >>>

Every Monday I share my thoughts on leadership and life. My simple
philosophy is that the better leader you become the better you can lead

The Seven Worst Communication Habits

January 1st, 2013

The quality of your communication is always important, and increased skillfulness offers many benefits. Yet in more difficult times, such as when the economy is in recession, the quality of your communication becomes even more important. Sometimes the cost of poor communication is immediate, and sometimes it takes a bit longer for the negative consequences of unmindful communication habits to become evident.

The good news is that if you know what some of the nastier, poor-communication habits are, you can become more mindful and look for ways to increase your skillfulness. The positive results can be seen in interpersonal interactions as well as improvements in the quality of your marketing communications and networking.

So what are some of the worst communication habits? Here are seven candidates:

The Big Seven

The seven worst habits of communication are bad enough when they happen occasionally. They become “big and bad” when they’re practiced habitually. And they do, ultimately, exact a cost, whether it be in miscommunications, lost projects, lowered productivity, missed opportunities, or poor relationships. The Big Seven bad habits are:

Contacting Others Only When You Need Something.
You’ve no doubt experienced this, or perhaps (if you’re honest with yourself), you can recall doing it yourself. Maybe it’s even one of your own bad communication habits. The person who perpetrates this bad habit is the one who routinely surfaces when they’re job hunting, when they’ve got a problem, when they need a reference, or when they want ideas from you. Between their “periods of need,” you don’t hear a peep from these folks, and they might not even respond to your communications. Telephone and email messages go unreturned. Ick! Whatever the reason that people do it, it’s unpleasant for those on the receiving end. Let’s face it–no one likes feeling that they’ve been used. What’s more, as the pattern becomes evident, more and more of “the used” become reticent, if not resentful, and reach a point where they don’t care to be used any longer.

Not Following Up, Or Closing The Loop.
This is a sibling habit of the aforementioned, and is pretty much self-explanatory. This is when someone asks for your advice, requests a reference for an upcoming job interview, seeks out contacts for their job search networking, or asks for (or receives from you) a referral for a new project. You get the gist. These are all normal enough activities, but where this habit goes bad is when the person fails to follow up or close the loop by letting you know how things turned out, or even saying “thank you.” In the worst cases, the next time you hear from this person is when they need something from you again.

Not Returning Telephone Calls Or Email Messages.
As with other breached hallmarks of civility, this bad habit is becoming fairly typical. In some corporate work cultures, it’s actually a norm. But that doesn’t make it anything other than what it is: A nasty, inconsiderate communication habit. Just to be clear, we’re not talking about returning automated sales calls here, which one can be forgiven for ignoring. Rather, we’re talking about telephone messages, personally written notes, and email messages from real, live human beings, that go unanswered and unacknowledged. Nasty habit!

Foregoing Basic Courtesy.
At its most simple, this nasty habit shows itself in an individual’s failure to say “please” and “thank you” when requesting and receiving something. They might not send a thank you after being treated to lunch, or they might send a snappish email that is more of a demand than a request. The three previous nasty communication habits are also examples of discourteous behavior. Basic courtesy goes by the wayside for a number of reasons: people are in too much of a hurry, they might have an attitude of entitlement or self-absorption, or they might not have ever been taught basic courtesy. But each failure to be courteous contributes to an uncivil workplace and community, and exacts a cost because people don’t tend to like being treated rudely, and are less likely to extend themselves on behalf of someone they consider rude.

Not Listening.
You’d be shocked at how many unpleasant and costly situations arise from a failure to listen. Medical malpractice suits often cite poor listening skills as a key problem, for example, when physicians fail to listen to what a patient is saying, and allow their own egos and assumptions to prevent them from truly hearing crucial information. A similar pattern can be found in other types of work environments, too. One hallmark of poor listening is a person who won’t ask any questions. Another hallmark is that he or she might repeatedly paraphrase incorrectly, or “put words in your mouth” that you neither say nor agree with. On an interpersonal level, poor listening skills result in miscommunications, lost opportunities, lower productivity due to mistakes or redundant efforts, employee turnover, and other costly scenarios.

Telling Lies.
Intentions for and examples of lying run the gamut from telling “little white lies” to avoid hurting someone’s feelings (something few people like to do to others) to purposely misleading whole groups of people for the purpose of one’s individual material gain (something we saw en masse during the dot-com boom and subsequent string of corporate ethics and accounting scandals). The former is often deemed understandable, if not optimal, and the latter is seen as unforgivable. Both are examples of someone not being truthful. Truthfulness requires courage and, ideally, skillfulness. With courage and skillfulness, and a bit of self-awareness, we can find ourselves telling the truth in both cases, and all of the cases in between. The truth may occasionally hurt, but lies tend to be far more destructive.

Spewing Chronic Negativity.
Everyone can see and point out flaws, which is an essential element of problem solving. And we all entertain opinions that are focused on or sharpened by things we don’t like. But the chronic negativity spewer takes it to a more toxic, less discerning level. He or she is ardently negative–about a lot of things–and delivers his negative opinions energetically and regularly. Imagine meeting with such a person, who from the first to the last minute of your time together has nothing positive to say about anyone or anything. He might use powerfully angry, negative language, and repeat phrases such as, “I hate…” or “…stupid idiots.” When you’ve had an interaction with negativity-spewing Ned or Nellie, you feel like you’ve been slimed, and may even feel a bit in shock from the sheer force of their negative energy. A chronic Negative Ned or Nellie can have a dampening effect on his or her whole work group.
Fortunately, these and other nasty communication habits can be averted or changed by cultivating habits that are nasty-habit opposites–meaning, in this case, more skillful and considerate. For example, in order to enjoy the many benefits of more positive, skillful communication, you might commit yourself to speaking honestly, cultivating “right speech,” treating others more courteously, and so on.

Copyright © 2002-2003. Reprinted with permission from Ivy Sea, Inc., San Francisco, CA (www.ivysea.com).

Making LinkedIn Work for You – TIPS FOR GETTING NOTICED AND CONNECTED

November 30th, 2012

With roughly one new member joining per second, LinkedIn has rapidly developed into a global professional networking superpower. But with so many people competing for attention on the site, it’s easy to get lost in the crowd.

Here are a few quick tips to help you get noticed (in the right way) and get connected to potential employers:

Include a professional-looking picture. Even if you believe you’re not the most photogenic person in the world, you should still include a profile picture. Why? It shows that you’re comfortable with yourself, and it makes your profile a lot more personable. Like it or not, your picture is one of the first things people (read: potential employers) notice on your page. So, make a good first impression by uploading a headshot with adequate lighting and a fairly neutral background.

Maximize your professional headline. Your professional headline is a piece of prime real estate on your profile. If you just enter a job title here, you’re missing an important opportunity to market and distinguish yourself. Write something catchy and specific to show others who you are (e.g., instead of “Project Manager for XYZ Company,” try “I manage complex projects involving IT and marketing.”)

Note: If you’re in between jobs, it’s okay to lay your cards on the table (e.g., experienced administrative professional looking for my next role in the Chicago area). Or, if you prefer, you can leave your employment status out of your headline and simply focus on the competent professional you are. Either way, think of the professional headline as a ten second pitch to sell your abilities to a potential employer.

Create a vanity URL. Most LinkedIn profile URLs contain a bunch of ugly code and numbers with a slash and then your name at the end. If you have a common name, or want to use the URL on a business card, stand-out from the crowd by customizing your LinkedIn URL. Just go to the “public profile” section to create a more concise and self-explanatory locator.

Consider upgrading to a premium account. LinkedIn offers paid accounts that help job seekers reach out to hiring decision makers and manage their job searches more effectively. For a monthly fee, you are moved to the top of the hiring manager’s list as a “featured applicant” when you apply to jobs on LinkedIn. Your listing is highlighted and displayed in a more eye-catching way, showing hiring managers that you’ve invested extra time and money to make your job search successful. The paid account also allows you to send emails directly to hiring managers’ accounts, without waiting for an introduction from one of your contacts.

Leverage the new “network activity” section. LinkedIn expanded the functionality of the old “network updates” section. It now supports posting links that include images and article excerpts. So if you find an industry article that your LinkedIn connections (or potential employers) might find interesting, post it here. Posting links to timely, relevant information demonstrates that you stay on top of news and trends affecting your industry.

Adopt a smart connection strategy. LinkedIn connections are a reflection of you professionally–so choose them carefully. If you feel the need to decline a connection, it’s polite to explain why. Likewise, it’s good form to customize your invitation when sending a request for a connection (as opposed to the canned “I’d like to add you as a connection.”). Finally, make your connection list public. If you don’t, you essentially defeat the purpose of LinkedIn. Unless showing connections undermines your company’s competitive advantage, you should display your contacts and encourage them to connect with one another.

Take advantage of new real-time profile matches. LinkedIn has free feature, allowing hiring managers to search profiles that best match their job descriptions. If you’re looking for a new job, there are two things you can do to ensure that your profile appears as an appropriate job match. First, be sure that your profile is up to date and complete (i.e., fill out the experience, summary and professional headline sections, and include comprehensive details about your past and present work positions). Second, utilize the “status update feature,” which can alert your network that you’re job searching and inform a job poster that you’re an available candidate.

Garner a variety of recommendations. LinkedIn’s “recommendations” give readers a third-party perspective on you and your work. If possible, include recommendations from a variety of sources–managers, co-workers, subordinates, satisfied clients–to give a “360 degree” view of you as a professional. In all cases, recommendations should come from people who know you well and can really speak to your competencies.

Make your summary SEO friendly. An employer’s ability to find you depends on LinkedIn’s search engine linking your name to certain search keywords. As a result, the “summary” section of your profile should contain keywords relevant to your preferred line of work. You have 2,000 characters to use in this section, so make the text work double-duty. Balance your SEO goals (the need to be found by search engines) with “readability” goals (the need to be understood by real human beings). As a general rule, “problem/action/results” stories that demonstrate your problem-solving ability work well to achieve both ends.

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Sources used to write this article:

Lynch, C.G. (3 December 2008) LinkedIn Etiquette: Five Dos and Don’ts. CIO.com. Retrieved from May 2010.

Lynch, C.G. (13 May 2009) LinkedIn Profiles: Avoid the Six Most Common Mistakes. CIO.com. Retrieved from May 2010.

Lynch, C.G. (20 May 2009) Social Networking Etiquette: How to Introduce Yourself and Others Politely. CIO.com. Retrieved from May 2010.

Assessment Tools for Making Better Hires

October 31st, 2012

Having the right tools at your disposal can make hiring a lot easier—and a lot more successful. Here is a quick overview of different assessments tools you can use, beyond the basic job interview:
Qualifications Screens – simple questionnaires determine if an applicant has the minimum requirements to perform a job (availability, minimum age, years of related experience, etc.).

Job Simulations / Work-Sample Tests – These require the candidate to actually demonstrate or perform job tasks. Simulations may be conducted: as written tests, as role-playing exercises, on a computer, or even in real-life conditions. By design, they generally show a high degree of job-relatedness.

General Abilities Tests – Generally used for entry-level jobs or for applicants without advanced degrees. They measure broad mental abilities such as reasoning, quantitative, verbal, and spatial abilities.

Specific Ability Tests – Test for distinct mental and physical abilities, such as typing speed, reading comprehension, strength, and mechanical aptitude.

Knowledge and Skills Tests – Determine how much an individual knows about a very specific, advanced subject area such as software programming or mortgage laws. Knowledge tests are similar to specific ability assessments, but examine more sophisticated skills.
Talent Measures / Personality Inventories – Measure a candidate’s natural personal characteristics like: leadership and management skills; problem-solving ability; motivation; self-confidence; and communication styles.

Culture Fit Inventories – Assess how well an applicant will fit into your corporate culture and work environment, to help ensure organizational commitment.
Background Investigations – Gather information from outside sources, such as former employers and police records. Employment, criminal record, and reference checks all help employers avoid potentially catastrophic hires.

Drug Screens – Use a physical specimen from the candidate (hair, urine, etc.) to determine past drug or alcohol use. Employers use drug screens to prevent industrial accidents, work-related injuries, and excessive absenteeism.

If you would like more information about any of the above assessments please contact us today.

POINTING THE WAY TO JOB SUCCESS Designing Effective Orientation Programs

September 20th, 2012

You carefully recruited, screened, and tested several applicants for that new position. When the time came to make a hiring decision, you confidently selected the most qualified candidate. But two months later, the new hire resigned, confessing that she “never felt part of the company.”

The right first impression is everything, and a poor employee orientation can cost you dearly. It’s a fact: those who don’t start right don’t tend to stick around long. And high turnover means you must find new people all over again. What’s more, turnover takes a high toll on the morale of those who do stay behind. They begin to wonder whether they too should be looking for another job.

To retain new employees, it’s critical to have an effective orientation program. Staff members who are properly trained and welcomed at the beginning of their careers feel good about their choice of employer, fit in quickly with colleagues, and readily contribute new ideas. They also represent the company more confidently to customers, business partners, and suppliers.

Keys to a Good Orientation Program

Now is the time to review your orientation program. The following ideas can help new staff members succeed in your department or organization.

1. Create comfort and rapport

To help new staff feel accepted, give them opportunities to interact with co-workers and managers. Diversify the time and nature of these meetings. For formal presentations, meeting rooms work well. For informal conversation, lunches and after hours get-togethers are a good choice.

In addition, allow new employees to visit other company departments and customer facilities. Spending a week, a day, or even an afternoon in a different part of the business or with a customer helps new employees understand the company’s entire operation, and it also builds rapport.

2. Introduce the company culture

New staff usually want to follow accepted norms and values (e.g., dress, punctuality, hours worked). But understanding actual company culture happens gradually through formal presentations, informal dialogue, and personal experience.  Over time, “official” positions are compared to what gets said “confidentially”  over lunch.

Because company culture is not determined solely by formal presentations, it’s helpful to extend your positive influence beyond them. Create a buddy system or mentor scheme to match your most sincere and enthusiastic staff with your incoming employees. Be sure to give the mentor relationship real support: pay for a few lunches, allow time in the weekly schedule for conversations, acknowledge mentor services in annual staff appraisals, and show appreciation to mentors with tokens of recognition.

3. Show the “Big Picture”

New staff need quality answers to the following questions:

  • Where has the company been? Where is it today? Where is it heading?
  • Who are our customers? What do they say about us?
  • Who are our major competitors?
  • What is our market position?
  • What is our current focus: are we expanding operations, going regional, and launching new technologies? Or are we trimming costs, rationalizing product lines, and streamlining operations?

Introduce new staff to these “Big Picture” issues with a well-designed presentation.  Using transparencies, slides, video, or multi-media, highlight your history, outline your current goals, and introduce your future plans.  Keep the “Big Picture” presentation upbeat, lively, and up-to-date.

4. Explain job responsibilities and rewards

Clarify expectations from the beginning. Ensure new staff are thoroughly familiar with their job responsibilities and accompanying levels of authority. Explain and demonstrate your staff appraisal system. Show new staff a copy of the actual appraisal form and explain how good performance is assessed, measured, and rewarded. Use career paths of those who have come before them to illustrate possibilities and potentials in the job.

5. Handle administrative matters

There will always be paperwork. Employment agreements, tax forms, insurance policies, benefit packages, charitable contribution forms… the list goes on and on. While these documents are important, resist the temptation to “get through them” in one long sitting. Instead, spread administrative tasks over a number of short sessions during the first few weeks. Requiring new employees to spend hours filling out forms on their first day is no way to generate enthusiasm about the dynamic nature   of your organization!

6. Provide reality checks

Make sure your orientation accurately reflects the nature of your company. If your program shows only the bright side of the business and the happy side of daily work, don’t be surprised when new employees come back shell-shocked after two or three weeks on the job. Be open and candid about pressures associated with your company, your team, your customers, and your competition. This truthful approach produces staff who understand the workplace and wish to make it a better place.

7. Gain full participation

Give everyone in the organization a role to play in new employee orientation. Involve co-workers in your mentor schemes, engage managers in talks and panel discussions, put colleagues in charge as hosts and guides during cross-department visits. Invite the families of new staff members to a special “Meet the Company Day” and take lots of photographs. Later, mail the best photographs to your new employees’ home addresses-with copies of your company’s newsletter and hand-written ‘thanks for coming” notes.

Most important, gain full participation from the new employees themselves. Resist the temptation to provide only “one way” information from the company.  Instead, have new staff generate their own questions by exploring the company, researching the competition, and meeting the customers. When the time comes, involve your new employees in welcoming the next batch of incoming staff. Such participation helps your orientation program stay fresh and makes new staff feel like company veterans-experienced, involved, and able to contribute.

Effort Well Spent

It takes a lot of work to make sure your new employee orientation program is thoughtfully designed and carefully delivered. But the time, money, and human resources you dedicate can become valuable long-term investments that reduce turnover, smooth out learning curves, strengthen employee commitment to your company, and make human resource management easier and less costly.


This article was adapted from Ron Kaufman’s “It Pays to Help New Staff Start Right.” Ron is a leading author, trainer, and keynote speaker in the fields of improving service quality and implementing customer focus.  Based in Singapore, he has helped hundreds of clients, including Fortune 500 companies, government agencies, and associations around the world. More free ideas, techniques, articles, and information are available at  www.ronkaufman.com.

HR RELIEF MILLION DOLLAR JOBS STIMULUS PACAKAGE

July 26th, 2012

At HR Relief we understand that HR Departments and HR Professionals are operating at maximum capacity in this current economic climate. We want to do our share to match open HR positions with qualified individuals while relieving the sourcing burden for the HR Department.

During the next 12 months we will provide our services for placing HR Professionals free of charge at Arizona corporations. Our goal is to place these individuals in positions that will result in an aggregate annualized salary of $1,000,000. In doing so, we will forgo $200,000 in placement fees. Search for our information at #EmployAZHR on Twitter.

At HR Relief we offer a full spectrum of staffing solutions for a variety of industries. We are locally owned and operated. When you work with us you are supporting a local business entity. Find out more about our business at www.hrrelief.net . Access us on LinkedIn, Twitter and FaceBook from our home page.

Here are the particulars for Employers to participate:

HR Relief will offer a 1 placement maximum per company
Offer applies to HR positions only
Must supply job description and pay range for position
Confirmation of the annual salary for individuals placed (to measure against our $1,000,000 goal)

To inquire about our program please follow this link http://www.hrrelief.net/contact-us/ .

Quote of the Day!

July 16th, 2012

“Passion is energy. Feel the power that comes from focusing on what excites you.”
Oprah Winfrey

HR Relief Million Dollar Jobs Stimulus Package  

July 12th, 2012

 At HR Relief we understand that HR Departments and HR Professionals are operating at maximum capacity in this current economic climate.  We want to do our share to match open HR positions with qualified individuals while relieving the sourcing burden for the HR Department.

During the next 12 months we will provide our services for placing HR Professionals free of charge at Arizona corporations.  Our goal is to place individuals in positions that will result in an aggregate annualized salary of $1,000,000.  In doing so, we will forgo $200,000 in placement fees.  Search for our information at #EmployAZHR on Twitter.

At HR Relief we offer a full spectrum of staffing solutions for a variety of industries.  We are locally owned and operated.  When you work with us you are supporting a local business entity.  Find out more about our business at
www.hrrelief.net .  Access us on LinkedIn, Twitter and FaceBook from our home page.

Here are the particulars for Employers to participate:

HR Relief will offer a 1 placement maximum per company

Offer applies to HR positions only

Must supply job description and pay range for position

Confirmation of the annual salary for individuals placed (to measure against our $1,000,000 goal)

To inquire about our program please follow this link http://www.hrrelief.net/contact-us/ .

#shrm

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