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5 Technology Disruptions and How They Can Help in Recruiting and Attracting Diverse Candidates

Tuesday, August 26th, 2014

How many times have you heard that recruiting is marketing? It’s an important concept for employers to try and understand if they want to remain competitive and attract the best candidates.

In last week’s blog post I mentioned that our marketing team recently attended the Mixwest Conference, an annual two-day event focused on marketing, social media, design and tech. Our team’s primary goal was to return with ideas on enhancing our marketing strategy for DirectEmployers, however much of what we learned is applicable to recruiting and attracting diverse candidates.

Several thought-provoking ideas for me came from a breakout session called 5 Technology Trends Disrupting Consumer Behavior, presented by ExactTarget’s Kyle Lacy. As Kyle shared his insight and perspective on consumers, I couldn’t help but think of how pertinent the information is when it comes to attracting job seekers and understanding their behavior. Here are the five trends he discussed:

1) Moments Matter. Lacy described a recent trip to Asia where he experienced a fully automatic toilet; he even provided us a picture in his PowerPoint. This toilet had a side panel with buttons for heat, music, light, fountains and a push button for the lid. Now that is creating a moment! So what’s a toilet have to do with job seekers? In recruiting we are usually facing extremely tight deadlines, which doesn’t allow opportunity to reflect on what kind of moment we are creating for our candidates. Have we streamlined the online apply process? Could we make it easier for job seekers to locate our jobs?

Lacy played an impactful YouTube video featuring an interview snippet from Conan O’Brien with Louis C.K. about how amazing everything is right now, but that nobody’s happy. Today’s advanced technology provides such great comfort that job seekers have become spoiled and have certain expectations about how easy it should be to apply for a job.

Starbucks understands how important moments can be for our veterans and military as these individuals face unique challenges returning to civilian work. Through their customized veteran/military focused career site, Starbucks provides search functionality for entering a military occupation code that will provide a list of corresponding civilian jobs within their organization. This customized solution makes it extremely easy for returning military to understand where their skills might fit within the civilian jobs available.

2.) Rise of Mobility. The iPhone and Android share the majority of the mobile market. According to Mary Meeker’s 2014 Internet Trends Report cited by Lacy, “Smartphone has a massive growth potential with currently only 30% of all mobile users.” Understanding the impact that mobile has on job seeker behavior is vital. Is your website responsive to mobile? Are your job seekers able to access your jobs via mobile? Can they apply via mobile? If not, you might be losing talent to your competitors.

According to ExactTarget’s 2014 Japan Consumer Insights Report, “…out of the 74% of Japanese consumers intending to upgrade their phone, 99.5% will be upgrading to a smartphone.” The world is getting smart when it comes to mobile – are you keeping up? Lacy also shared an interesting spin on a mobile app that has helped a Latin American company blow past their competitors.

My.jobs MicrositesPhillips 66, Hyatt and Aetna are great examples of employers that recognize the significance of this rise in mobile, and have incorporated responsive design into their career site development to provide a seamless experience to job seekers across any type of mobile device.

3.) Personalization and Automation of Brand.

Return Path research shows that 41% of consumers buy more from brands that send personalized emails based on past buying behaviors. Lacy shared how Cover Girl has implemented a Virtual Makeup Studio to personalize their products. Consumers can upload their photo and virtually “try-on” makeup. This is creating a high conversion rate for repeat customers for Cover Girl.

Competing in today’s market can be daunting. How are you helping your employment brand stand out? Have you considered how important it is to attract diverse candidates? Are you personalizing your brand for these hard-to-find job seekers?

REI, the West Coast based outdoor retailer, has capitalized on personalizing their brand with an attractive career website, incorporating many of their own employees throughout the photos and content. Candidates can browse the many customized sites and get a true sense of what it is like to have a long-time career with their incredible company.

4.) Collaborative Economy. Lacy described the phases of Internet sharing as: A. Internet Era; B. Social Media Age; and C. Collaborative Economy Age. What is collaborative economy? It is an economy model where creation, ownership and access are shared between people and corporations. These are the same founding principles and 13 years of operating guidelines for DirectEmployers Association. Members of DirectEmployers are in good company with other collaborative economy companies like AirBNB, Uber, Feastly, TaskRabbit and Lending Club. Lacy explained that within a collaborative economy, the “crowd” is becoming like a company and bypasses inefficient organizations (like job boards). As a result, companies are resilient, connected, empowering others, efficient, and profitable.

5.) Connected Products. This includes technology like the Fitbit, Google Glass and miCoach by Adidas. There are even shoes developed for the blind/visually impaired with GPS technology to provide direction as well as independence. Lacy again referenced Mary Meeker’s 2014 Internet Trends Report and shared that sensors are rising rapidly at +34% year over year growth with 8 BILLION units shipped in 2013.

As technology evolves, so must our recruitment and branding. Understanding that consumers are job seekers, then making that connection between consumer behavior and job seeker behavior is important in helping you plan your future strategy.

Check out more examples of great brands that have embraced trending technologies on CaseStudy.jobs.

What other technologies have you seen trending? How has your company integrated it into your recruitment branding and processes? Please post your comment below!

 

RISE to the Occasion: Creating Excellence in College Recruitment

Tuesday, August 19th, 2014

At our 2013 Annual Meeting and Conference, we debuted our first ever Member Awards Competition to call attention to our Members’ initiatives in the areas of recruitment, technology and OFCCP compliance.

We were wowed by the submissions and fantastic results that companies shared from their various campaigns. One such entrant, which tied Schlumberger’s Steel Toes to Stilettos entry to win the Recruitment Tier 2 category, was J.B. Hunt Transport, and their RISE Rotational Development Program. This initiative required J.B. Hunt to prepare and fast track employees to assume leadership positions due to a quickly expanding business segment.

Based in Lowell, Arkansas J.B. Hunt is one of the largest transportation logistics companies in North America and has built a reputation as a safe and reliable transportation company that services a diverse customer base throughout the United States, Canada and Mexico. In addition to their asset-based highway and intermodalservices, J.B. Hunt developed a new transportation brokerage business segment called Integrated Capacity Solutions (ICS). The RISE Rotational Development Program was created in turn to help staff the ICS business segment, helping to further prepare and fast track employees to assume leadership and other key roles within the new segment at several locations across the nation.

With a lofty revenue goal of one billion dollars by 2016, finding the right individuals to staff the various ICS branches was crucial to its success. After careful planning, J.B. Hunt determined the target audience of the RISE program to be college graduates with a bachelor’s degree in business, sales, marketing or related disciplines. Additional preferences were that the candidates needed to have graduated with a 3.0 GPA from a four year accredited college or university, been involved in student organizations, and at least six months of relevant work experience.

J.B. Hunt RISE Program

Not only was the RISE Rotational Development Program a new initiative for J.B. Hunt, but it also required a complete process restructure and a paradigm shift when it came to recruiting these hires. To help recruiters further connect with their target audience, they launched a RISE Facebook page that better linked the new graduates with one another, before and after they joined the program. Through this page, graduates became better acquainted with their peers and learned about the local area, which made moving to an unfamiliar area seem more like an adventure than a step into the unknown.

By implementing the RISE Rotational Development Program, J.B. Hunt has seen phenomenal results:

  • 93 candidates have been brought to Lowell for onsite interviews, and 63 offers have been extended, for a 68% offer rate
  • 42 offers have been accepted, for a 67% acceptance rate
  • Cost per hire has decreased further to $1,448

We’d like to congratulate J.B. Hunt on the creation and implementation of their RISE program! Adding a new business segment and overhauling your recruitment program is a huge undertaking and we applaud your efforts.

If you’re ready to showcase your company’s success, take a moment and submit your organization in the DirectEmployers 2014 Member Awards competition! We’d love to see your initiatives and give you a chance to stake your claim as “best in class.” Visit the Member Awards website to learn more and watch for new posts featuring past award winners.

5 Questions with Member Severn Trent

Thursday, August 14th, 2014
“We do a lot of social initiatives because we understand that’s how a large portion of our audience is really engaged, so we really try our best to utilize that platform to engage all different types of job seekers.”

Helen Martinez-Mitcham
Recruiter, Severn Trent Services

I was excited to have the opportunity to sit down with Helen Martinez-Mitcham, PHR, a corporate recruiter from Member company Severn Trent Services, to ask her some questions about recruiting in the water/wastewater industry and how she is taking advantage of DirectEmployers’ many resources for her organization’s benefit.

Nancy: Thank you for taking the time to do this interview, Helen. To begin, can you share some of your background and how you got into your current role?

Helen: I’ve been doing recruiting for over 10 years and prior to coming to Severn Trent Services, I was in healthcare recruiting and I wanted to explore other industries. I discovered the water/wastewater industry, and we make a global impact with clean water for everyone. I love it.

Nancy: What kind of roles does Severn recruit for and are there particular areas that you find difficult to fill?

Helen: Yes, one of our biggest challenges is finding water and wastewater operators. When I first started with Severn Trent over 5 years ago I remember going to the high schools and trying to talk to the high school students to tell them what a goldmine our industry was because really, you can start from the ground-level and work your way all the way to the top to management-type positions. One of our biggest challenges in finding water and wastewater operators is the fact that they need to have certifications and if they don’t have those certifications, it’s very difficult for them to come in and manage our water or our wastewater plants.

Helen of Severn Trent Services

Helen during the 2013 Veterans Connect Career Fair in San Diego.

Nancy: What are some of your key initiatives at Severn over the next year or so?

Helen: We’re really excited to participate in the first DirectEmployers Veterans Career Fair and I think that moving forward one of our initiatives is going to be to hire more veterans in our organization. We see huge benefits in doing that, now that we’ve had the insight of talking to veterans on-site, that’s going to help us better our veterans initiative and hiring in that area.

Nancy: Does Severn use Facebook or social media in the recruiting process?

Helen: We do use Facebook. One of our partners that we currently use for that is TweetMyJobs and we were actually introduced to them through DirectEmployers. Being a Member of DirectEmployers opens up so many different outlets for us to utilize, and it’s great because they’ve already been vetted by the Association making it easy for us to establish that partnership. We use Facebook to push out all of our jobs; like for instance, I took a lot of photos during the Veterans Career Fair so we’re going to post that on our Facebook page so that our audience knows that we do focus on hiring veterans. We also use TweetMyJobs for Twitter, so we push all of our jobs out through those different outlets. We also participated in an online veterans career fair, so we do a lot of social initiatives because we understand that’s how a large portion of our audience is really engaged, so we try our best to utilize that platform to engage all different types of job seekers.

Nancy: What would you say is the biggest benefit of being a Member of DirectEmployers Association?

Helen: I think that one of the biggest benefits of being a Member is the VEVRAA compliance solution. DirectEmployers does such a great job behind the scenes in educating and helping us and other Members connect with veteran organizations and different diversity sites.

Nancy: We’re glad you came to the conference this year! Tell me why you think other employers should attend the DirectEmployers Annual Meeting & Conference.

Helen: The energy is incredible! The wealth of information that’s shared and the fact that you’re amongst HR professionals from all different types of industries is invaluable. I’ve made some really great friends here, and I’ve been asking my Director to come for the last 3 years and he finally came this year. I think at first it was just because it was in San Diego, but now I think he’s realizing that it’s more than just the location! I encourage employers to come out and really see the different people that are Members. You learn so much from each other and it’s a platform where it’s safe to exchange best practices and people don’t mind sharing information – that’s one of the reasons that I love to come!

Thank you again, Helen! For more information on our upcoming conferences, recruiting events, and virtual career fairs, visit our Network With Us and Virtual Events pages, and be sure to register to attend our 2015 Annual Meeting & Conference (DEAM15) taking place May 13-15 right here in our beautiful city of Indianapolis.

Proactive Measures for OFCCP Audits

Thursday, August 7th, 2014

Going through an OFCCP audit can be stressful, however there are steps you can take to prepare in advance. In this video, John Whalin, Senior Program Manager of Talent Acquisition at Member company United Airlines, provides proactive measures for a smoother audit.

proactive measures for OFCCP audits

Key takeaways:

  • Have measures in place to easily access information that you know you’ll be asked for in the event of an audit
  • Build relationships through grass-roots efforts at the local level
  • Be sure to document those efforts, such as in a calendar on SharePoint, or in fields that may be available in your ATS

Member Spotlight Series | Heading Down a Non-Traditional Career Path: If the Shoe Fits, Wear it!

Tuesday, July 29th, 2014

Last year we debuted our first ever Member Awards Competition to highlight Members’ initiatives in the areas of recruitment, technology and OFCCP compliance.

As the award submissions began to roll in, we were impressed by the innovative programs and unique successes of Members’ various campaigns. One such submission, and winner in the Recruitment Tier 2 category*, came from Member company Schlumberger. Dubbed “Stilettos to Steel Toes,” this initiative focuses on gender diversity and encourages female engineering students to consider non-traditional career paths.

Schlumberger's Stilettos to Steel Toes

As the world’s leading supplier of technology, integrated project management and information solutions to worldwide customers in the oil and gas industry, Schlumberger created this program to highlight opportunities for female engineers in non-office based job assignments. Their target audience was comprised of female engineering students who were members of the Society of Women Engineers (SWE) at 25 of the target universities with which they have standing relationships.

Schlumberger's Stilettos to Steel Toes Program

The contest was run through SWE chapters at each of the 25 target universities and challenged entrants to get creative and have fun with a short 350-word essay submission. At the end of the contest, one national winner was chosen to receive a scholarship of $2,000, as well as airfare and accommodations to the SWE National Conference. Individual, section and region winners were also selected to win prizes.

In place since 2009, “Stilettos to Steel Toes” has yielded Schlumberger phenomenal results and raised the profile of the company as an employer of choice for female engineering candidates ,with the added bonus of helping the gender balance of their workforce. The results over time are as follows:

Year Total Field Engineers Hired % of Female Field Engineers
2007
432
18%
2008
526
24.6%
2009
354
20.6%
2010
478
37.6%
2011
546
33.6%
2012
574
32.3%
2013
(YTD)
33.9%

We want to give a major pat on the back to Schlumberger for their unique and innovative program! Ready to share your successful initiative? The DirectEmployers 2014 Member Awards call for entries was just announced, and we’d love for you to throw your hat in the ring and stake your claim as “best in class.” Visit the website to learn more and be on the lookout for more posts featuring past award winners.

Member Spotlight Series: Emory University’s Annual Research and Clinical Career Fair

Tuesday, July 22nd, 2014

In 2013 we launched our first ever DirectEmployers Member Awards competition. The program was created to highlight our Members’ initiatives in the areas of recruitment, technology and compliance. Each category featured two tiers –– Tier 1 for companies with fewer than 10,000 employees, Tier 2 for companies with more than 10,000 employees –– and honored both a winner and runner-up.

We were blown away by the innovative programs and processes that our Members have in place, and are excited to share each of them in this special Member Spotlight Series. For the second installment of our series (view the first post), we’re going to showcase another entry from Emory University – this time focusing specifically on a career fair initiative.

DirectEmployers Member Awards submission from Emory University

Overview
Emory University is recognized as one of the nation’s leading research universities and maintains collaborative partnerships with a host of other organizations such as the CDC and the National Institutes of Health. As a result, Emory’s scholars and experts generate more than $500 million in research funding annually.

With so much emphasis on research, Emory needed to develop a pipeline of qualified candidates (biostatisticians, clinical research coordinators and research specialists) to meet staffing goals in support of the various projects taking place across the Emory University enterprise.

To meet this need, Emory University’s Recruiting Department designed the Research and Clinical Career Fair. It provided professionals within the research community an opportunity to learn more about the research and clinical careers at Emory and meet face-to-face with representatives from various research departments.

Results
This ongoing event has helped generate a vital talent pipeline and empowered Emory University to hire staff in bulk, as opposed to one-by-one. In some cases, it has also resulted in on-the-spot hires. The career fair has also solidified Emory Recruiting as a trusted business partner within their research community. Last year’s career fair resulted in at least 20 hires so far.

Congratulations again, Emory University! Have initiatives that you think are “best in class”? Submit them for the 2014 DirectEmployers Member Awards! To learn more, email Katie Pfledderer and stay tuned for the next post in our Member Spotlight series.

3 Key Components for a Successful Veterans Strategy

Thursday, July 17th, 2014

“There’s a perception that to have a successful veteran program you need a huge budget and it’s actually not the case.”

Philip Dana
Director, Global Talent Acquisition at NuVasive

While Philip Dana’s career is admirable, it’s his commitment to veteran recruiting that stands out. A Navy veteran himself, he draws on his unique experience to lead a team of recruiters, or as he puts it, “purple Cheetah Chasers” at NuVasive.

Philip Dana points out where he spent many years of his Naval career near Coronado Bay.

Philip Dana points out where he spent many years of his Naval career near Coronado Bay.

During the DirectEmployers 2013 Annual Meeting & Conference, Philip presented a session on hiring military veterans on a shoestring budget. He also gave us an opportunity to take him aside to discuss pure veteran recruiting, key components of a successful veteran strategy and why he is an advocate for DirectEmployers Association. Check out the highlights from our interview:

Why should employers develop a veteran recruiting strategy?
I think a lot of people look at veteran recruiting differently from traditional recruiting and it’s only coming to a tipping point now because of VEVRAA and 503 and some of the initiatives such as the White House joining forces and other media savvy things that we’re seeing today– which is great, but not a lot of folks understand that veterans are the second largest refreshed talent pool year over year.

Did you know?

Veterans are the second largest refreshed talent pool year over year.

Nearly 250,000 veterans leave the service every year and they are not only talented, but they are also well trained. The Department of Defense invests thousands of dollars into training each soldier, and mostly STEM-based training. Even the infantry soldiers – they are so technically savvy, culturally sensitive, able to deal with ambiguity – in and out of different missions without being told exactly how to do it. Most talent acquisition professionals still have not quite figured out how to tap these skills. But it is easier than they think. It’s not a charity case – it makes sense. And it’s the best-kept secret. Everyone knows how to recruit off of campuses, MBA, diversity events, but not everybody has figured out how to recruit veterans. So I feel that recruiting veterans is how, as a talent acquisition leader, you can get to the tip of the spear, and look your business partner in the eye and say we are doing everything to find the best talent.

I’ve always been part of larger corporations that have resources, but believe it or not, there’s a perception to have a successful veteran program you need a huge budget and it’s actually not the case. By leveraging social media and many of the government and state and local partnerships, not for profits and organizations that are out there, you can successfully hire veterans fairly easily without a dedicated head count, without thousands of dollars for fancy websites and everything else.

What are key components for a successful veterans strategy that employers need to consider?
First and foremost, look inside your lifelines. Again, not a lot of companies have well-baked processes and systems to identify the veterans that already work there. And a lot of folks think they need to immediately go outside to use military agencies or external agencies, yet few veterans inside of a company are asked by recruiting or HR if they want to come help at a job fair. Veterans will say yes every time, and they know how to look at resumes and how to bridge the gap between military experience and what is needed a corporate setting. So look inside the lifelines and find the veterans that are already there.

The other is finding someone in HR who can build that process and learn how to tweak your systems for the self-identification and the source codes, and how to highlight your efforts on your career site – very easy to do. Somebody in HR needs to put his or her hand up and say this is important to us and we’re going to move forward.

Lastly, it’s always nice to have a senior leader within the business ranks. CEO, COO, CFO, C– something that has served. And it’d be hard to find a company that doesn’t have one senior leader that has at least an affinity for veterans – maybe their dad was in, maybe their spouse is in. It’s nice to have that person at the top that will drive the message to their peers of, “Hey hiring veterans is a great talent source, it makes business sense, it’s not a charity, we need to do it and let’s do it right.”

What would be your elevator pitch for people to join DirectEmployers Association?
If I’m in a room with talent acquisition peers and somebody says, “Why DirectEmployers?” my immediate response would be, “Well why not?” If you really want to win the war for talent and develop true diverse and inclusive acquisition processes for your talent, DirectEmployers is the best weapons arsenal of experts, information, up-to-date as well as events. It’s how I stay current. There’s a difference between saying you want a diverse and inclusive workforce and acting on it. And you can’t act on it without partners like DirectEmployers.

Many thanks to Philip Dana for taking time to share his insight. Learn more from Members like Philip at the DirectEmployers 2015 Annual Meeting & Conference (DEAM15), May 13-15, 2015. Visit the DEAM15 website to learn more, register to attend, and submit a presentation proposal.

Got Misalignment?

Thursday, July 10th, 2014

The following post is being shared with permission from our friends at Avancos. View the original post by Brent Shopp on the Avancos blog.

Whichever side of this fence you’re on, have you ever felt like HR/Recruiting and the Hiring Manager aren’t aligned when it comes to hiring? When we asked our clients over the last three years, more than 70+% answered “yes”. It is a common symptom to a deeper issue that needs addressed in order to change and get better results.
Let’s look a specific example. In most companies, when a new head count is needed, whether it is a new hire or a replacement, the responsible hiring manager is usually given a process to follow. The process depends on how structured the organization really is, but the process most companies follow usually goes something like this;

A form supplied by HR asks for an attached approved job description and desired pay range (whether it be calculated or in accordance to established pay bands), then turned back over to HR. Next, the wheels move into motion as jobs are posted, recruiting is engaged, and the system to source, screen, and shepherd candidates through the interview process becomes very real. The hiring manager waits as the recruiters throw as much effort into the roles as they can, in order to get candidates in process as soon as possible to close the position.

It seems very straight forward; however misalignment begins to show itself when recruiting finds two candidates that are close, but the hiring manager balks. A usual scenario is when candidates meet two of three basic qualifications outlined for the role, are a little expensive, but within reach based on the managers own criteria. Time has been taken to source, screen, and convince the candidates the company is a good opportunity. Then the nebulous feedback comes back from the hiring manager…. The candidate(s) is not a good fit. A good fit? Determined without a conversation and after the candidate meets most if not all qualifications that were created by the hiring manager? The next step is when recruiters get justifiably agitated, the hiring manager gets agitated because he/she doesn’t get what they think they need, and the company may miss out of a revenue generating or operationally important resource. A lose, lose, lose, lose scenario.

So let’s break this down how it got to this point. The hiring manager, when asked what was needed, simply answered with what the manager wanted. Misalignment number one. The recruiter took a Mick Jagger approach, “you can’t always get what you want, but if you try sometimes, you’ll get what you need”. Recruiters take this approach because their reality of the talent market for the requested person may not even exist, and if they do, not in the salary range that the company can afford. So instead of gathering information to support what the market is really doing through Talent Intelligence, attacking what is needed vs wanted is the easiest approach. At the same time in the example above, the potential candidates will most likely go back out into the world with a negative view of your company, based on their invested time, effort, and energy with no results. We end up with a soiled employment brand, a recruiting team that wasted time and money, and a hiring manager that still doesn’t have what they want and the company needs.

Like many problems, this cycle of misalignment through miscommunication has been going on for decades. How can it possibly be avoided? By simple alignment and calibration. Meaning, if a hiring manager and HR/Recruiting can establish a dialogue and collaboratively work towards the identification of what the organizations needs are and the hiring managers wants on a regular communication basis, then the margin for error becomes dramatically less. At the same time, if recruitment can support their findings with data from Talent Intelligence and not just on their gut, hiring managers are more likely to move closer to what the talent market will actually produce. Effort is now aligned with business demand. That’s the goal.

60 Minutes You Can’t Afford to Miss on VEVRAA and Section 503 at the 32nd ILG National Conference

Tuesday, July 8th, 2014

Candee Chambers of DirectEmployers presenting on VEVRAA and Section 503 at DEAM14.

The new veterans and individuals with disabilities (IWD) regulations require federal contractors to include quantitative analyses in their disabled and veteran affirmative action plans—something that changes the entire landscape of affirmative action plan development. While this has raised many questions, the 32nd ILG National Conference is an invaluable opportunity to get a firmer grasp on exactly what it all means, and actionable takeaways to get your organization pointed in the right direction.

Our VP of Compliance & Partnerships, Candee Chambers will share her expertise and knowledge on two separate occasions during the conference. First, during the pre-conference activities on Tuesday, August 4, she’ll be joined by Beth Ronnenburg of Berkshire Associates to conduct a workshop titled VEVRAA & Section 503: Data Collection and Analysis.

Beth Ronnenburg of Berkshire Associates guiding DEAM14 attendees through OFCCP compliance.

They’ve designed this workshop to give an in-depth analysis of the newly required data elements, and provide participants with the action items needed in order to maintain compliance – including step-by-step guidance on the data collection process for Veterans and Individuals with Disabilities AAPs.

Booth visitor during SHRM14 with our new purple squirrel shirt.

In addition, Candee and Beth will discuss how to conduct the utilization analysis and the hiring benchmark analysis, both of which are required under the new regulations. Attendees will also gain exposure to sample data collection charts and calculations.

The following day, Wednesday, August 5, Candee will join the following panelists in the session Partnering with State Workforce Agencies: Pam Gerassimides, NASWA; Gideon Blustein, Illinois Department of Employment Security; and Laura Harlos, Alaska Airlines.

If you’ll be joining us in D.C. next month for the ILG National Conference, you won’t want to miss either of these sessions! Be sure to also swing by booth 26/27 to snag one of our augmented reality t-shirts and learn how DirectEmployers assists companies with OFCCP compliance.