Four Lessons We Should Have Learned This Year

by Kevin Wheeler - Dec 9, 2009, 5:07 pm ET

Adversity is a great teacher, and the past year will certainly be one of the most adverse and professionally difficult that we will ever experience.

It has been a year of paradoxes and contradictions: unemployment is soaring, but many organizations cannot find the qualified people they need. Rather than restructure work or rethink how work gets done in order to find people, we continue to seek people to work in traditional ways. More people are looking for part-time, temporary, or contract work, yet only a tiny percentage of companies are looking for these type of people. We know that being discourteous to people creates negative branding and is morally questionable especially when so many are unemployed, but we have perhaps never been as discourteous to applicants are we are now. Energy costs have fluctuated wildly and global warming is a topic on every agenda, yet most organizations and people prefer face-to-face relationships rather than asking people to save energy by working from home.

Here are four lessons we should have learned this year.

Lesson #1: Building and maintaining candidate relationships and generating referrals are keys to survival.

Job descriptions should be dead, but I have no doubt that they will live on for a long time. We should all agree that they are not the best, cheapest, or fastest way to attract good people.

In general, you are not going to find the people you need by posting on job boards. The most successful recruiters use social networks, ask employees (and others) for referrals and focus on building talent communities of potential candidates.

Learn from product and service marketing how to do a better job. Watch how IBM or Deloitte advertise and market their professional services. Go for targeted messaging and quality, not volume. Generate candidates from relationships you form using tools such as LinkedIn, Facebook, and Twitter and by asking for referrals. Make it a rule of thumb that if you are generating hundreds of responses to a job posting, you are doing something terribly wrong.

Lesson #2: Use targeted, bold marketing and branding to appeal to the types of candidates you want.

Don’t try to appeal to everyone. Focus your marketing messages and media on the type of candidate you are most in need of. KPMG and other organizations target college-age candidates with videos and other media designed to appeal to that age group and to the personalities of the type of candidates who usually want to work for them.

They don’t spend any time or money on marketing that is generic or that appeals to older potential candidates.

The best marketing is always targeted to a specific audience and discourages, although subtly, those who don’t fit the target. Partly this is done through words and pictures and partly by placing the information where the people you are targeting are most likely to see it.

For example, Mercedes advertises on television at the times and on programs where their research shows that highly successful and well off people watch. They place print advertisements in magazines that these types of people read. They do not advertise on Super Bowl nor do they advertise in Reader’s Digest. Targeted marketing requires research, focus, carefully thought-out graphics, and tested writing.

Wording is also key; what you say makes all the difference. If you say and imply that you are seeking only those with very specific backgrounds and qualifications, you will reduce the numbers who apply and improve quality. Even your recruiting web site needs to be worded in a way that is attractive to those you are most anxious to have apply. Cisco Systems has a web site that is appealing to technical professionals but less so to others.

Lesson #3: Do not just use, but embrace, emerging technology

Social networks, video, YouTube, candidate relationship management products, Web 3.0 websites, and SecondLife are all tools that can potentially enlarge your candidate pools, screen candidates, and build relationships.

Facebook, Twitter, and YouTube are perhaps the most effective recruiting tools in your arsenal. Video has become king in attracting people, and YouTube is the second-most used search engine after Google itself. If your organization has a recruiting page and/or video, it’s a good start.

Once you start attracting potential candidates, there are many tools to help screen them and communicate with them. CRM tools (Avature is a good example) let you track and communicate with groups of candidates. The most current ATS vendors are also offering this capability and even allow you to link to online profiles in LinkedIn and Facebook. This means candidates do not need a resume.

There are countless email programs, newsletter distribution programs, and other free or inexpensive communication aids that recruiters can use to do a better job letting candidates know where they stand. Even automatic bounce-back responses can be more intelligently written and distributed. A follow-up email could follow the bounce-back and automatically provide the candidate with another touch point.

Lesson #4: Accept change as a way of life

We will not be heading back to the more traditional ways of recruiting, and the contradictions and paradoxes I outlined at the beginning of this article will be with us for a long time. Traditional recruiting skills will be liabilities and will generate little profit.

Everything from face-to-face interviews to onboarding new employees will be more automated and will be done using the Internet. Software applications and mobile technology will dominate the recruiting space. Video interviewing and simulations for selection will become normal within five years.

To be a thriving recruiter you need to focus on building a new mindset that is centered on the acceptance of change as a constant and on taking advantage of technology.

Perhaps the greatest lesson of this year is that we are now at the place where we can use this technology to target our marketing, focus on a smaller number of candidates, allow more direct communication between candidates and hiring managers, and spend more time on raising awareness and marketing key positions using the various technical platforms we have available.

The ability to do this will be seen as strength and will generate returning profit for years to come.

Passive Job Seeker Recruitment

Guess what? All the good candidates are working. Luckily though, you’re not limited to just the 4-5 percent of Americans who are currently unemployed. Which is good, since only 20 percent of the unemployed are actively seeking jobs. The rest of the unemployed are truly unemployable. So where do you turn? Passive candidates.

Passive candidates are those individuals gainfully employed by your competitors. They are likely loyal, happy experienced employees that are not necessarily looking to change companies and would need a solid reason to leave. And if you get their attention, you’ll have to work fast. They’re not willing to spend much time in the interview and hiring process (though they may take their sweet time making a decision).

Why specifically target passive candidates in the first place? Why not keep with your traditional recruiting through mediums such as classified listings and job postings, and assume it will reach the best candidates? First of all, 80 percent of any company’s recruiting budget is spent on traditional activities – meaning there are a lot of companies reaching out to candidates in the same fashion. Each minute of every day there are about 294,000 recruiters logged into online job boards grabbing active candidates and battling for the ever shrinking labor pool. Those who are in the market for a job may or may not notice those ads and apply with your company.

Those who aren’t in the market – passive candidates – aren’t looking and are thus completely unaware of your presence in these traditional outlets. It’s similar to being in the market for a new car. All of a sudden you start looking and noticing cars on the road. If you are not in the market for a new car, you’re not “aware” of advertising. The same goes with job hunting. If you’re in the market for a new job – you’re aware. Reaching passive candidates takes a different approach.

The first step is having a quality recruiter who will be able to make a positive and lasting impression. You need someone who not only understands your industry and what competitors are offering, but also has a keen understanding of what the passive candidate wants. A good recruiter for passive candidates needs to have the ability to sell the position, and outsell their current employer. Part of this is the ability to build strong relationships so the candidate not only remembers you and your company, but also trusts you and will refer others to you in the future.

Speaking of referrals, this is one of the best sources for passive candidates. Who do your internal associates know? What about your vendors and customers? Chances are someone you know has a business or personal relationship with the ideal candidate for your company. Establish an incentive program for referrals and see your candidate pool expand.

Another great recruiting method is encouraging your employees to attend networking events and association meetings. While picking up sales leads, have them keep their eyes open for potential associates for your open roles. This builds direct contacts in your industry or one very closely related, and breaks the ice of unfamiliarity. Remember that even event speakers and experts are not off limits for recruitment. While you’re at it, don’t be afraid to go after the employees of your competitors. Fact is, they’re doing the very same thing. Finally, utilize online networking sources such as LinkedIn or Pulse.

You know who to target and where to find them, but how do you reach them? Approach it with the knowledge that they’re not looking to move. Be sure to avoid asking why they’re interested in working for your company – they’re not. Do discovery first. What would potentially motivate them to move? What professional needs do they have that are not being met? What are their future goals? Then sell the opportunity based on how your position and the company culture fulfill those initiatives.

Next, be flexible. You want this person but he or she does not have to give you the time of day. Lose the tailored process, avoid assessments and applications, and bend over backwards to schedule convenient interview times. Now is not the time for reference checks either. Confidentiality is of utmost importance if you want a chance at securing this candidate.

Once you decide you want them, make an offer quickly. Encourage their potential manager and peers to make follow-up calls. The decision to change jobs when they’re not unhappy is a difficult one. Help make their decision to leave easier. Follow these practices, and the quality of your new hires will improve.

The source of this article is Pro Staff - Special Advertising Supplement to Workƒorce MANAGEMENT

Do the Math - Why Recruiters Are Worth What They Charge

Why are hiring managers so tightfisted when dealing with what is so commonly thought of as the “heartbeat” of their companies ... top-talent?

Companies think very little about paying the often excessive fees charged by their outside accounting and legal firms ... or even to the gaggle of consultants who promise cost-cutting and streamlining miracles in other areas of operations.

Yet, when faced with brain drains, talent deficiencies or the need to replace one employee with a better one, their thoughts too often turn to frugality. This belies and contradicts their stated objectives to "hire the best." Of course recruiting fees can vary from firm to firm but, when they do, you will almost always find that those on the low side are sure to exclude some very key ingredients of the process all of which are vital to providing the indispensable services necessary to satisfy the needs of the employer.

So why are recruiters worth what they charge? Just a few of the often unspoken reasons are:

Expertise
Nobody knows the employment marketplace better than a professional recruiter. . . nobody! In house human resources, no matter how effective (or Internet-savvy), view the marketplace through an imperfect or misrepresentative prism and tunnel vision is a frequent occupational hazard.

Just as physicians are cautioned against treating members of their own families, so too is it folly for an in-house H/R professional to believe that they have an undistorted and unbiased picture of the employment landscape. They are vulnerable to the pressures of internal politics and cultural dimensions which do not hinder the outsider.

Street-smart recruiters already know the neighborhood, including the unlisted addresses so often overlooked by the insiders.

Cast a wider net
A professional fisherman will always have more to show than a weekend angler. Recruiters are in the marketplace day in and day out. They know the unfished coves, reefs and inlets that are unknown to others. The job-hunter bookshelves are filled with lore about the “hidden job market.” The same holds true for professional recruiters who have a detailed roadmap to the hidden talent sources which will never be accessed by newspaper ads, alumni associations, applicant databases, the Internet or any of the other more familiar sources of people.

There are occasional pearls through these sources (and someone inevitably wins the Publisher’s Clearinghouse Sweepstakes too) but you have to shuck an awful lot of smelly oysters to find them. Recruiters only give you oysters proven to contain pearls. Your only job is to determine which pearl is the best. Want to catch what you’re fishing for? Hire a guide!

Cost
There is a misconception among employers that the cost of a hire equals the cost of the ads run or postings on the Internet designed to attract the person hired. Nothing could be further from reality.

Try adding these to the true cost and you’ll see just how cost effective an outside recruiter can be:

Salaries and benefits of the employment/recruiting staffs plus those of the line managers involved in the hiring activity (who are not productive in their normal job pursuits when they’re out recruiting); travel, lodging and entertainment expenses of in-house recruiters; source development costs; overhead expenses including (but not limited to) telephone, office space, postage, PR literature, applicant database maintenance, website costs, reference checking, clerical costs to correspond with the hundreds of unqualified respondents and more.

Unbiased third party input
Contrary to what some believe, recruiters don’t try to put square pegs into round holes. A recruiter’s stock-in-trade is their integrity and their reputation for finding someone better than a company could have found for themselves.

For a mid to senior-level executive, the average recruiter may develop a long list” of a hundred or more possibilities. Each must be called and evaluated against the position specifications as well as the personality “fit” with the company and the people with whom they will ultimately work.

Once this is winnowed down to the “short list” an even more intensive interviewing process begins to narrow the search to a panel of finalists for review by the client...

It is highly unlikely that a professional recruiter will be plowing new ground with your opening.

They deal within spheres of influence far more familiar with your needs than any internal recruiter and, more often than not, view the finalists as people who are competent to solve client problems rather than just fill an open slot in the organizational chart.

Because they want to do business with you again and again, they are looking for (and challenging you to excellence by hiring) the “truly exceptional” rather than the “just satisfactory” so often settled for by in-house hirers.

Confidentiality
Advertising or otherwise publicly proclaiming an opening, aside from its cost and demonstrated ineffectiveness for sensitive senior level openings, often creates anxiety and apprehension among the advertiser’s current employees who wonder why they aren’t being considered or worry about newcomer transition problems. Just as often it alerts competitors to a current weakness or void within the company.

Speed
The recruiting process is always faster through a search professional who is continually tapped into the talent marketplace than one having to start the process from scratch,. For every day that a key opening remains unfilled, a company’s other employees must grudgingly do double duty. And this doesn’t factor in the profit opportunities or competitive advantages lost to a company because a position remains unfilled or is done on a part-time basis by others less qualified.

Post-Hire Downtime - Not only is speed an essential part of the professional recruiter’s process, the ability to locate a person who can immediately “hit the ground running” with a minimum of “ramp-up time” saves time after the hire. All too often, a hire selected through less effective sources offering a smaller talent pool requires several months of expensive training and orientation.

Reality
Professional recruiters often recognize and have a duty to inform clients that they may be mistaken as to the type of person sought, the salary required to attract them or the possibilities that the solution might just lie in areas outside the traditional target industries.., something an internal recruiter is politically disinclined to do. Too many hirers fail to understand that a professional recruiter’s primary function is not necessary to fill a slot but to provide the right candidate to solve a problem.

Negotiation
As a buffer and informed intermediary, the professional recruiter is better able to blend the needs and wants of both parties to arrive at a mutually beneficial arrangement without the polarizing roadblocks which too frequently materialize in face-to-face dealings, especially in this “show me the money” economy.

Prioritizing company resources
It is often amazing to see how much of a company’s revenues are squandered on non-productive perks while penny-pinching on what is every company’s lifeblood. . . talent acquisition. Enlightened executives learned long ago that the fee paid to a recruiter is a shrewd strategic investment, not an extraneous expense.

Do the Math
Here is a good example:If your company has A territory vacant for 2 months and this territory produces 1.2 Million dollars per year, your company has lost $200,000 during the time the position has been vacant

Ex. $1,200,000/12 months = $100,000 per month. If the territory is open for 2-months you have lost $200,000!

So, the investment that you would make to a recruiter for quickly finding top qualified individuals is far, far less compared to allowing the territory to remain open. It becomes even more apparent when you factor in the amount of time, energy and money spent on all the in house efforts.

Content thanks to Porter Group, Inc.

The Secrets of Recruiting and Motivating Talent

Do employees want fun, work-life balance, a pleasant office environment, or a boss with an iron will? The exact formula for a truly motivated team remains elusive, but new research out yesterday from consulting firm Watson Wyatt suggests managers add another ingredient: clarity.

The survey of over 14,000 employees across Europe found that the most important factor for employee motivation was a clear sense of the company’s strategic direction. Andrew Cocks, a senior consultant at the firm, explains: “Business leaders who articulate the business strategy give employees a clear ‘line of sight’ to how they can best contribute to the performance of their company, but the benefit goes beyond this. It helps to build trust in the company and its management and creates a positive environment where all employees have well understood shared goals.”

If clarity is key for engaging and motivating employees, your company’s brand may be the biggest factor in recruiting them in the first place. Irish branding strategist, Krishna De, uses recent research from Jobs.as.uk as a jumping off point for a blog post on the topic. The research found that 86 percent of job seekers rate the strength of a potential employer’s brand as an important factor when considering whether to apply.

Krishna De comments: Think about it - can you remember a time when an executive search firm or recruitment consultant contacted you about what sounded like a great opportunity, but your heart sank when you heard what the company was?… You already had a mental and emotional picture of what that company stood for - both in terms of their reputation and their employer brand. It doesn’t matter how you came to your conclusion or if it was correct - you came to a conclusion.

She goes on to suggest that companies who are facing difficulties recruiting, start by doing a little research as to what potential candidates think of their employer brand. Listen carefully, even if you hear some less than positive things. What can we conclude if we put the two studies together? Employer brand is key for attracting talent. Clarity of vision is necessary to keep them engaged. By Jessica Stillman

How to Work With Contingency Recruiters

Assuming you’ve spoken to a few recruiters or agencies you feel are best suited to meet your needs, the most important piece is keeping their interest in filling your open jobs. The top-tier of recruiters isn’t struggling to find job orders or clients with whom they’ll work. Instead, they tend to focus their recruiting efforts on clients they enjoy working with and where they have the highest likelihood of success. How can you make your positions a top priority? Here are some tips on how you can ensure that your openings are a priority to the contingency recruiters you'd most like to work with:

Sell it; don’t just tell it: When you are discussing your hiring needs with a good recruiter, don’t forget that you need to sell them on you, your company, and your hiring process. Be sure to stress your urgency level, the speed and efficiency of your hiring process, and the selling points as to why candidates they present will want to work at your company. Provide recruiters with electronic copies of internal job descriptions, incentive program documents and benefits summaries--these are selling tools for recruiters.

Choose recruiters based on ability and experience rather than solely on cost: Otherwise, you may end up working with a lower echelon recruiter. Recruiters who charge rock-bottom fees may be good for some job orders, but if you are highly selective or have difficult positions to fill, you might have to ‘sweeten the pot’ to make it more appealing. Top performing recruiters don’t work for bargain basement fees and they have little incentive to work on a job order when the payment terms are not advantageous or adhered to.

Responsiveness and feedback are essential: The ‘A’ list recruiters require feedback from you for candidates that are off the mark, and not just for the candidates that are the right fit. Failure to give feedback on submittals is the number one reason that top contingency recruiters stop working on behalf of any given client. These recruiters need to know how far off target they are in order to better hone their aim. Be sure your feedback is detailed and specific. If you’ve given this level of feedback repeatedly and you still aren’t getting candidates that are a fit, it’s time to evaluate whether you are truly working with an ‘A’ list recruiter, or if there is some other problem or issue in your expectations or hiring process.

Follow-up with your best recruiters on a regular basis: You need not wait until they send you a candidate for you to contact them. In fact, a proactive call from you to your top recruiters asking what you can do to help them is one of your strongest tools to keep outside recruiters motivated to work for you, even if they aren’t making placements yet. Your call to them shows that you have a sense of urgency and that you value their time and effort. In this call, you can give examples of candidates you’ve interviewed, or any other information that will help them hone-in on the ideal candidate.

The most important lesson is that there are great recruiters in the market. Your goal is to proactively locate them through any means necessary, sell them on why they should work for you, and continue to engage with them. And, throughout your candidate search, make sure to keep them in the loop on any changes and updates, as well as to subtly ‘sell’ them on working your job orders.

Hiring in all niche markets is getting tougher in this tightening candidate market. Make sure your company has the reputation of being good to work with in the outside recruiter community so you can attract and retain the best third-party, or contingency recruiters, to help you meet all your hiring needs with the best talent in the market.

Recruiting Tidbits from Recruiting Veterans

Great recruiters have proven techniques and processes they consistently use because they work. These include where they source, how they begin every conversation, how they listen, gather information, close, etc. If you have special ways of taking candidates and clients through the recruiting process and they work, congratulations — use them. But it does help sometimes to compare notes, and maybe even more so in today's changing market and economic climate.

Read on, it might be interesting. Remember, I'm not telling you how to recruit — just sharing a few ideas that work.

It's in the Numbers
And whether you're an internal, external, or contract recruiter, knowing the activity metrics it takes to be successful and measuring daily is very important.

Number of daily candidate sourcing calls

Call results

Number of position interviews

Daily interview feedback by position

Number of client interface meetings, by phone or in person

Number of new requisitions to be filled

Time to fill

Daily measurement of quality performance metrics leads to knowledge and success. Whether recruiting for a company or agency, understanding your activity will help you understand your business in sophisticated and strategic ways. Agree on activity to be measured and then put a process in place to understand daily performance. It works.

I Need Your Help
If you have not asked a source, prospect, candidate or client for help recently, get back to it. If you're stuck, or you're not working at the pace you're accustomed to, try asking for help. A door to an incredible and successful adventure may be opened.

It's All About Relationships
Great relationships can be built inside companies or out. It depends on you and your desire to do it. Think about your market, your internal hiring customers. Do they like your results? Do they like you? Have you gone out of your way to help them recently? Don't forget--get results, but be a friend.

What About You?
There are more than just these few recruiting tidbits that ensure one's success. When you ask the best how they characterize their success, common themes emerge:

Passion

Confidence

Listening skills

Hands-on Recruiting

Recruiting technology skills

Business knowledge

All of these are important. I believe we all agree that if you measure your activity, ask questions, show no fear, and work to build relationships, you will create a foundation of recruitment success. It's important we understand, remember, and practice these recruitment skills, especially as we take the convergence of recruitment process and technology to the next level.

Thanks for selected excerpts from Some Recruiting Tidbits from Recruiting Veterans by Hank Stringer

Job Hunters Hire Experts to Clean-up Online Image

Job hunters perfecting their resumes for that dream job are being urged to also polish their online profile -- and clean it up if needs be, with a new breed of companies emerging to help mold Internet images.

Recruitment experts advise job hunters to Google themselves before stepping out into the competitive job market to see if a search pull ups that blog entry written about legalizing marijuana or drunken party photos with friends.

"The internet brings a new dimension to the application process. Sometimes it can work to your advantage, and sometimes to your disadvantage," employment Web site Careerbuilder.com spokeswoman Jennifer Sullivan told Reuters.

Various surveys have shown that employers are using online searches to check out potential candidates -- especially as some of the early Internet surfers become bosses themselves.

A study of 1,150 hiring managers by Careerbuilder.com found 26 percent of managers admitted to using search engines such as Google and 12 percent of managers said they used social networking sites like Facebook.com in their hiring process.

Those numbers may be low, but not the repercussions.

Of the 12 percent who checked social networking sites, 63 percent declined to hire an applicant based on what they found, citing lying about qualifications and criminal behavior as two of the top disqualifiers.

But with hiring managers and job seekers using new and different ways to stay one step ahead of each other, new technology has emerged to help both sides of the game.

For $10 a month, ReputationDefender.com will search your name everywhere -- even "beyond Google" -- including password-protected sites, and give a report of their findings.

For about $30 a month, clients can have them do a clean-up, which involves ensuring all links to, for example, a college kegstand on Facebook.com or a disparaging blog entry from a former partner, will not appear during an online search.

"More than half of my clients use us just to search and don't even ask us to clean anything up," the company's chief executive and founder Michael Fertik, 28, told Reuters.

Fertik, a graduate from Harvard Law School, said it's important for everyone to know how they're perceived online.

"Often pictures that are intrinsically innocuous get taken out of context, and then can become punitive," said Fertik.

PROS AND CONS TO ONLINE PROFILES

While ReputationDefender.com caters to individuals not employers, DefendMyName.com services both camps.

The two-year-old Portland, Maine-based company, a division of QED Media Group LLC, will conduct an online clean-up for any size client, from individuals to large corporations. Some clients are companies seeking positive brand image online.

Using proprietary technology, company founder Rob Russo said DefendMyName creates links to promotional sites and blogs on clients in order to bury negative search engine results.

"Online searching has taken on an essential role in the corporate world when people are scouting new employees. It is becoming an actual part of the hiring process along with a criminal background check," Russo told Reuters.

But it is not always to job seekers disadvantage that potential employers can check them out online.

The Careerbuilder.com study found 64 percent of hiring mangers had their hiring decision confirmed by information found online and 40 percent of managers said their decision was solidified by seeing that a candidate was "well rounded" and showed a wide range of interests."

Beth Murphy, an advertising assistant in New York, whose boss admitted to searching her profile on Facebook.com, said being scoped out online helped her land the job.

"In seeing my Facebook profile, they thought I seemed like a well-rounded person. They saw pictures of me doing service work in Africa immediately followed by pictures of me hanging out at a football tailgate," she told Reuters.

By Stephanie Bagley
Mon Aug 6, 8:33 AM ET

Recruiting Gurus' Observations:Recruiting Trends of Tomorrow

When I am in receipt of what is characterized as "Junk E-mail" that adds to my knowledge or how to go about doing my job more effectively, I recognize its value. Sent Wednesday 6/27/2007 from ZoomInfo, I received a Mail Message that is informational and timely. I could post an editorial of one of my many opinions regarding best practices in the Staffing Industry; however, for today's article, I am pleased to pass on this gem from ZoomInfo:

Start using tomorrow's recruiting techniques today!

What trends determine which recruiters succeed in the current labor market - and which ones fail? Listen to observations from:

Lou Adler of The Adler Group
Jim Durbin of Durbin Media Group
HireVue's Ryan Money
David Manaster of ERE.net
Recruiting Guru Jason Davis
Sean Rehder of Rehder Talent Logistics

If you're looking for ways to make the difference between merely finding candidates and finding the right candidates, this brief online presentation will get your creative juices flowing! Listen to Lou Adler's comments on combining new tools with traditional networking, Ryan Money's insights into sourcing passive candidates, and Jason Davis' thoughts on the new cooperation between competitors.

ZoomInfo caught all these experts on video at ERExpo 2007, and compiled them into an online, on-demand presentation. Watch it now – and get started with the future of recruiting today!

Click here to watch now »

Who is ZoomInfo? ZoomInfo is a search engine that continually scans millions of Web sites, electronic news sources, SEC filings, and other online resources and provides results in concise, easy-to-use summaries. ZoomInfo PowerSearch helps recruiters source passive candidates by providing information on more than 36 million business professionals. ZoomInfo JobCast is a campaign tool that uses proven email best practices to help you efficiently reach these candidates. Try out ZoomInfo on some of your own searches!

Click here for a demo and free trial »

Copyright © 2007 Zoom Information Inc.