Author: Site Staff

Despite the explosive growth of online recruiting, traditional staffing andsearch firms remain part of a well-rounded sourcing strategy. In 1999, staffingagencies and executive search firms accounted for nearly one quarter of hires incorporate Americaⁱ. Staffing agencies and search firms will continue to providevaluable recruiting services in the niches that their expertise has carved out,such as filling high-end management positions. In fact, the U.S. staffingindustry revenues are expected to exceed $140 billion in 2000 and nearly $160billion in 2001ⁱⁱ.

Using sophisticated Hiring Management Systems such as Recruitsoft’sRecruiter WebTop™, corporations are now moving their recruiting processesonline. As one element of the integration of the various elements of therecruiting supply chain, the Recruiter WebTop connects corporations to staffingagencies and executive search firms through an online gateway. The onlinegateway improves the efficiency of the staffing industry channel, therebydecreasing the cost to the corporation.

The Challenge

There are approximately 7,000 staffing and search firms in the U.S.,operating out of 19,400 officesⁱⁱⁱ. Each has a unique combination ofspecialization, services, and price. The challenge for a corporate recruiter isto identify the staffing or executive search firm that has the right combinationto fulfill a particular hiring need in a cost-effective manner.

Recruitsoft’s Solution:Recruitment Agencies Gateway

As part of the complete online recruiting supply chain, Recruitsoft’sRecruiter WebTop provides a gateway to staffing and executive search firms fromthe Recruiter WebTop. A corporate recruiter can search a database of literallythousands of third-party recruiting firms and staffing agencies, to find onethat meets the particular needs of an open job position and fits the searchstrategy. Staffing firms can be identified based on the kind of service required(temp, temp-to-perm, contract), occupation and industry.

For a recruiter looking to retain the services of an executive search firm,the Recruiter WebTop links directly to Kennedy Information’s SelectRecruiters.com.The automated search feature finds executive recruiters based on industry,geography, and the type of search (retainer vs. contingency). The recruiter cansubmit the particulars of the hiring need, including salary, positiondescription, company size and type (public, private, non-profit), and the timingof the hiring need.

The search firm and staffing agency gateway delivers the expediency of”one-click” sourcing, requiring only one click to:

• Search for a staffing or executive search firm;
• Form the initial contact with the search firms;
• Submit hiring needs to search firms;
• Send out Requests For Proposals (RFPs) to search firms.

Benefits

Third-party recruiters, staffing agencies and executive search firms addvalue in important niches in the hiring process. Sourcing strategies vary foreach position: whether it is appropriate for a corporate recruiter to turn tothe services of one of these firms depends on the particulars of an individualhiring need. When a corporate recruiter does elect to use the services of astaffing agency or executive search firm, Recruitsoft’sRecruitment Agency Gateway is an efficient way of identifying quickly the firmoffering the right combination of expertise, service and price.

Contact

For more information, contact Recruitsoft at 888/836-3669, or info@recruitsoft.com.

ⁱSource: Olsten Forum, 1999
ⁱⁱSource: Staffing Industry Analysts
ⁱⁱⁱSource: American Staffing Association

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Recruitsoft delivers the most complete online recruiting solutions for leading companies across many industries. Among the company’s clients are United Airlines (NYSE: UAL), Bombardier Aerospace and Transportation, MetLife, Cabletron Systems (NYSE: CS), and Sutter Health. The company’s Recruiter WebTopTM application service integrates the entire recruiting supply chain and powers the career Web pages of large corporations, leading to faster time-to-hire, lower cost-per-hire, and ultimately, increased quality of hires.

Recruitsoft introduced the pay-per-hire fee structure to the Web-based recruiting industry and is considered to be the best-practice ASP for recruitment management solutions, based on its proprietary ACE Recruiting(tm) methodology, designed in collaboration with large corporations to re-engineer and streamline the corporate recruiting process.

Recruitsoft is the first HMS to integrate all areas of candidate sourcing. These services, accessible via one click, include: job postings on the corporate Website, the company Intranet, job boards, advertising in all print media and, importantly, contract-assisted candidate sourcing.

The sourcing stage of the recruiting cycle is probably the most demanding forlarge corporations in terms of time:

• Time must be spent selecting the media to be used.





• Time must be spent in preparing a job posting request for the mediaselected and sending it.





• Time must be spent in finding out which of the selected media worked welland which didn’t work in order to refine a more efficient sourcingstrategy for the future.

All these repetitive steps must be accomplished for each job posting arecruiter places.

One click sourcing, an integrated feature of Recruitsoft’sRecruiter WebTop™, provides recruiters with access to all sourcing tools at asingle click. All the sourcing steps — from the actual posting of jobs todefining the best sourcing strategy — can be performed quickly and easily.

Are You Using All The Sources?

To find the talent they need, recruiters turn to newspapers, tradeassociations, campus recruiting, job fairs, third-party recruiters, temporaryplacement agencies, Internet job boards, as well as employee referrals, andtheir corporate Internet and Intranet sites.

Among these, employee referrals rank high because they often deliverwell-matched, quality candidates quickly. However, with unemployment at recordlows, company recruiters have to diversify their means of sourcing to snare thetalent they need.

The growth in importance of the Internet as a recruitment channel issignificant. Web-based job boards (electronic classifieds) have proliferated andare an increasingly key choice of recruiting media. In addition, a growingnumber of companies are building their own corporate database in which a largebank of candidates, drawn from many sources, is stored.

The Challenge: Sourcing Management

The continued growth of the Internet has added more sourcing options, and thetight employment market is forcing recruiters to utilize multi-facetedrecruiting strategies. Different job positions, individual industries andspecific locations can call for the use of very different mixtures of sources toeffectively recruit. Recruiters must have an intelligent tool to help them meetthe challenges of this multiple sourcing management.

Job postings must be sent to a large number of media. Time must be spent inpreparing this media selection. The need to target the best sourcing channels isimperative. The challenge is also to learn and monitor effectiveness.

Recruitsoft’s Solution: One Click Sourcing

The answer to this challenge is Recruitsoft’sSourcing Manager, designed for enterprise use, in which all sourcing tools arecentralized. With this feature, a single click is required from job requisitioncreation to posting to all sourcing channels, whether it be posting on thecorporate Web site, posting on electronic job boards, or posting in the printmedia. If desired, the best sourcing strategy for a specific job can easily beobtained via an integrated link to the company’s media agency before actuallyposting. Recruitsoft’s system also includes access to contract-assistedhiring and labor exchanges, completing the full sourcing services.

Recruitsoft’s hiringmanagement system also provides automated tracking of the sourcing performance.In the application process, candidates indicate how they heard about the job forwhich they are applying. Automatically generated reports then supply thisstrategic information to the recruiter, with no extra clicking and no extracost. Recruitment strategies can be continually refined for efficiency andeffectiveness based on real results.

Benefits of One Click Sourcing

One click sourcing provides two key benefits for large corporations:

• One click multi-channel posting (intranet, job boards, print, agencies,etc.).

• Automated reporting feature (identifies your best sources of candidates,including employee referrals).

With Recruitsoft’s SourcingManager you reach a maximum of candidates in record time, and improve yoursourcing strategy each time you use it.

For more information, contact Recruitsoft at 888/836-3669, or info@recruitsoft.com.

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Recruitsoft delivers the most complete online recruiting solutions for leading companies across many industries. Among the company’s clients are United Airlines (NYSE: UAL), Bombardier Aerospace and Transportation, MetLife, Cabletron Systems (NYSE: CS), and Sutter Health. The company’s Recruiter WebTopTM application service integrates the entire recruiting supply chain and powers the career Web pages of large corporations, leading to faster time-to-hire, lower cost-per-hire, and ultimately, increased quality of hires.

Recruitsoft introduced the pay-per-hire fee structure to the Web-based recruiting industry and is considered to be the best-practice ASP for recruitment management solutions, based on its proprietary ACE Recruiting(tm) methodology, designed in collaboration with large corporations to re-engineer and streamline the corporate recruiting process.

Recruitsoft recently announced several alliances through which it became the first HMS to integrate all areas of candidate sourcing. These services, accessible via one click, include: job postings on the corporate Website, the company Intranet, job boards, advertising in all print media and, importantly, contract-assisted candidate sourcing.

Q

Dear Workforce:

We would appreciate any help/insight you could give us on hiring and retaining a good receptionist. The last several that we have had tired of the job and brushed up on their skills and moved on to become a secretary or paralegal either here or elsewhere.

We are a small law firm (15 lawyers) and pay what we believe to be market salaries ($23,000 currently for receptionists) along with a good benefit package.

We understand that other firms have “career” receptionists and wonder if such a position exists and how to go about hiring a long-term receptionist with good phone skills. We appreciate any information that you can pass along.

— Curious lawyers

A Dear Curious:

There are several ways to approach this problem.

First, consider whether you really want a “career” receptionist or whether you want to look at this postion as an entry level opportunity to move people with potential into higher positions.

Second, seek people who are more likely to be seeking a permanent position to fill this post. Examples might be older workers looking for a last job before retirement. You might also consider hiring two part-timers for a job sharing arrangement. Third, explore the idea of hiring college students in some sort of a job-sharing arrangement that fits their schedules — if that level of employee will have the competencies the job requires.

If you’ve checked the comparative salary in your market, and you’re in a competitive range, dismiss the money factor when you examine why people are leaving. Look carefully at your organizational culture.

• Is it conducive for people to perform, be happy, and stay at that level?
• Or is it great for the attorneys, but rough on the “non- professionals?”
• How about the relationships in the office?
• Is the position respected by co-workers?
• Is the person supervising the receptionist really sensitive to the people issues?
• Is the receptionist included as a member of the team, or just regarded as a hired hand, a commodity?
• What benefits and perks do you offer your people?

The law firm of English & Gloven in San Diego pays for monthly manicures for all employees. Modest cost, high return. What can you do for your people that will make your place special?

SOURCE: Roger Herman, CEO of the Herman Group and author of “Keeping Good People,” “Lean & Meaningful,” and “How to Become an Employer of Choice.”

 

E-mail your Dear Workforce questions to Online Editor Todd Raphael at raphaelt@workforceonline.com, along with your name, title, organization and location. Unless you state otherwise, your identifying information may be used on Workforce.com and in Workforce magazine. We can’t guarantee we’ll be able to answer every question.

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Q

Dear Workforce:

We are looking for statistics for the optimum number of open requisitionswhich should be handled by each corporate recruiter.

— Rachael Holstine, PHR

A Dear Rachael:

The number of requisitions that a recruiter can handle effectively is a toughone to gauge since certain positions are much harder to fill than others (i.e.Embedded Software Engineers vs. Help Desk Support).

Also the mix of positions plays a part since 10 different positions with twoopenings each is probably more difficult to fill than two different positionswith 10 openings each.

My guess is that a recruiter should have no more than 20-30 open requisitionsto handle at one time. Any more than that cause a decrease in the service levelprovided to both the internal customers as well as the applicants. Mostimportantly, the time needed to source to keep the pipeline full will suffersince more of your time will be spent on processing interviews.

SOURCE: Mike Sweeny, T. Williams Consulting,Collegeville, PA.

E-mail your Dear Workforce questions to Online Editor Todd Raphael at raphaelt@workforceonline.com,along with your name, title, organization and location. Unless you stateotherwise, your identifying information may be used on Workforce.com andin Workforce magazine. We can’t guarantee we’ll be able to answerevery question.

Q

Dear Workforce:

I am seeking statistics regarding payroll staffing averages (i.e. what is theaverage size payroll department for an organization of “X”employees?). In our case we’re 2,000 employees. Can you help? Thanks.

— Joanne, in Texas

A Dear Joanne:

Unfortunately there are no exact statistics for payroll staffing averages.Reason being, the payroll function can lie under the Human Resources or Financedepartment depending on the organization. However, the current ratio for HRpractitioners per employee for the year 2000 is 1 per 100.

In determining the number of individuals needed for your organization,consider the following factors to guide you.

Technology:

• How much can your organization afford and leverage technology?

• Is your organization technology equipped, perhaps enough to utilize aWeb-based or networked system to forward and process information?

Type of organization/workforce:

• Is your organization all exempt employees, where little to no input isneeded to process payroll, or is it a manufacturing environment with alarge contingent of non-exempt employees punching time cards?

• Is your organization’s HR function static or are there constantpromotions, transfers and salary changes to be made?

Geography:

• Are all of the employees in one location, or do you have facilities indifferent states? Is it necessary to have one person at each facilityprocess payroll individually or have them forward it to corporateheadquarters?

• Do you have a sales staff spread out across the U.S. that you need tocoordinate with and process payroll in accordance with their respectivestate regulations?

Infrastructure:

• How is the payroll processing handled? Does your organization utilize apayroll service or is it processed in house? If you utilize a service, doesyour HRIS system integrate with the payroll program allowing the HR staff toinput changes into the system for payroll, or are all changes input bypayroll?

Without knowing the specifics of your organization it is difficult to come upwith an exact ratio to apply. However, with 2,000 employees there is aconsiderable amount of information to process and distribute. I would suggest aminimum of two employees to manage the payroll process in order to ensure timelyresponses to the employees’ requests and questions, and processing of alllegal and tax filings.

 

SOURCE: Senior Human Resources Consultant BillMcGuire, the benefits and compensation expert for Benchmark HR Solutions Inc., aSalem, N.H.-based recruitment and employee retention services provider forhigh-growth, start-up technology companies.

E-mail your Dear Workforce questions to Online Editor Todd Raphael at raphaelt@workforceonline.com,along with your name, title, organization and location. Unless you stateotherwise, your identifying information may be used on Workforce.com andin Workforce magazine. We can’t guarantee we’ll be able to answerevery question.

C

over Story:

The HR Vote — By VictorD. Infante

From Social Security to health care, from FMLA to EEOC, HR issues are frontand center in next month’s election. Workforce examines where thecandidates stand on the matters that mean the most to HR.

Features:

Secrets of Online Recruiters Exposed!— By Glenn Gutmacher

Anyone can take advantage of these techniques, developed by a leading trainerof Internet recruiters. Best of all, they’re free.

HR Online — By DaytonFandray

Life is short, work is long, and employers are looking to Web-based portalsto deliver self-service benefits administration, a sense of community, and amenu of dollars-off discounts that make employees feel appreciated. A growingnumber of companies are happy to help.

Boeing U. — Caroline LouiseCole

Boeing’s Leadership Center is a sort of flight simulator, encouragingmanagers to explores ideas that too risky to try out at home. Sometimes theyfail, but they always learn.

Screen and Glean — By ByGilbert Nicholson and Sallie Moniot Lilienthal

Two stories look at tests that help you find the right employees, andfeedback tools that keep you in the employees’ communication loop — evenafter they’ve quit.

Book Excerpt: Managing Your Mavericks — By Richard E. Cheverton

What does HR do with an employee who doesn’t follow the rules, seeks outnew (and unauthorized) projects, and simply won’t be reined in? The MaverickWay argues that managers should protect the mavericks — they can be the key tocorporate success.

The Workforce Interview — ByBob Rosen

Gifford Pinchot coined the word “intrapreneurial,” and talks aboutthe ways HR can help foster the inner entrepreneurs in an organization.

Benchmarking HR Budgets — ByChris Mahoney

Benchmarking is the cornerstone of good decision making, helping HR evaluateand create competitive salary and benefits packages without blowing the budget.Here’s how to get started.

Departments:

On the Contrary — Breaking out of theLearning Box.

InfoWise — Managing the Message Mess.

The Buzz —

• Vacation-Starved WorkersRebel.
• Update on Benefits for Temps.
• Happy HR Halloween.

Forte — The Postal Service Delivers HRInnovation..

Legal Insights — ContraceptionControversy.

Your HR Career — Coaching for PeakPerformance.

Working Wounded — Viva Value-Added!

In Every Issue:

Between the Lines

Mailbox

Dear Workforce:

The Hunter Group’s 2000 Human Resources Self Service Survey (available in PDF format) shows that more than 90 percent of 342 companies surveyed report”successful or somewhat successful” self service implementations.

The survey also shows that:

• Implementation times ranged from three months to two years perapplication, although the survey found that time and associated costs werereduced by up to 20 percent when projects were supplemented with third-partysupport.

• The number of companies using Web-based self service will increase from 46percent to 82 percent.

• Those reporting success averaged one HR staff person per 151 employees,compared to a 1-to-99 ratio in less successful companies.

• As far as software goes, the top solution in use is an in-house developedsolution, followed equally by third-party add-on solutions, ERP-integratedWeb solutions, or corporate portal software solutions. Respondents indicatethe strongest plans are to implement ERP-integrated Web solutions.

• The average company surveyed spent $1.5 million on self service, withper-employee costs ranging from $35 to more than $1600, depending on companysize and type of solution used.

• Seventy percent of the employees represented now have a corporate e-mailaddress, compared to 55 percent a year ago. Also, 70 percent have access toa company intranet, versus 50 percent last year.

• The most common data security approach is a single sign-on, which iscurrently used by 35 percent of respondents and planned for use by another40 percent. Single sign-on security allows the employee to enter a passwordonce and gain access to several connected applications. The fastest-growingapproach, however, is digital certificates, with eight percent ofrespondents indicating they use this approach today, and almost 25 percentplanning to use this approach.

• The most successful self service deployments were a collaboration betweenHR and IT, executive commitment, a strategy/plan, business process redesign,and internal marketing.

• More and more companies are combining Web-based solutions with liveassistance via an employee service center.

Q

DearWorkforce:

Imanage a drop-in center for people with mental illness. All staff members arealso diagnosed with a mental illness. This often requires “out of thebox” management and staff training, not to mention patience andunderstanding that are often absent in typical businesses.

Myquestion is how to manage the staff gently and in an understanding way whilealso not letting them use their mental illness status as a way to be lazy. Most of the staff are simply not performing up to their own potential buthave been coddled for so many years (because they are sick) that they simplydon’t know how to work in a now full-fledged business. I would like to remainunderstanding to their problems but I have a business to run. Where do we draw the line between “Wicked Witch of the West”and “manager who needs to run a business”?

–Pam,mental health services coordinator, San Rafael, California

 

A Dear Pam:

Here’san answer from Mark Gorkin, the “Stress Doc” from Washington, D.C.

Actually, I’ve workedwith a number of organizations — from private for-profit to nonprofit — withnumbers of employees not performing to their potential (most withoutdisabilities). 

And this can beespecially problematic when employees feel subject to a significant and scaryreorganization or to substantial changes in operating philosophy, policiesand/or procedures. (I call it “frightsizing.”) 

So while added patienceand understanding with staff and consumers is, I’m sure, necessary, let’s focus on three key interventions for individual attitudes andproductivity along with organizational focus and support:

·   Dealing with loss and change

·   Comparing and contrastingleadership styles and systems

·   Ongoing discipline, motivationand team building efforts.

1.Dealing with Loss and Change.Sounds like the organization has gone through some privatization or, you haverecently assumed a new or strengthened leadership position and want to confrontboth the interconnected performance and bottom-line problems. 

Either way, in responseto shifting the work culture employees will need to vent their fears andfrustrations openly and formally. This is vital for short-circuiting the actingout covertly and passive-aggressively of these rational and irrational feelings. 

I have designed anumber of exercises that enable work groups to discuss and draw out anxietiesand anger in a creative and safe group problem-solving forum that focusesdirectly on everyday sources of work stress and conflict. (Being a professionalcounselor or caregiver is demanding in any circumstance.) Let me know if I can send you more information.

Playfully andcreatively blowing off steam, finding you are not alone with your concerns,others have similar stressors, etc., sets the stage for more focused andeffective problem-solving of the issues.

2.Compare and Contrast Leadership Styles/Systems. After the venting exercise, have staff address what they view as the prosand cons of the past (laissez-faire, to be charitable) management system andstructure compared to your more “business-oriented” approach. Some folks may need to grieve the loss of the old, comfortable regime.

For folks uncomfortablewith change or who have problems with feeling out of control, fearful of beingseen as incompetent or seen as a “slow learner” the value of grieving– getting out the fear, feelings of betrayal, sadness and loss, anger, evenrage — is critical.

While numbers of folksmay extol the old system, in this open atmosphere, I bet some folks (maybe witha little encouragement) will acknowledge some of the former deficiencies — laxstandards, diminished sense of individual productivity, less cohesiveness andimpaired team problem solving.

Now have the staffcritique your business model: it’s strengths and flaws as well as the staff’sanxieties about being more accountable for performance. Again, I believe folkswill acknowledge the value of your wanting to help staff have a greater sense ofautonomy and authority and at the same time have them be accountable forrealistically high “professional” standards. 

This is how one buildsa sense of accomplishment and pride in work and self. And, of course “TheTriple ‘A’ of Professional Responsibility” (last paragraph) is a modelwhich staff can carryover to their work with agency clients.

So brainstorming waysof building in authority, autonomy and accountability into everyday operationsis a key task for the close of a workshop or retreat.

3.Discipline, motivation and team building. Consider these three interventions:

·   Managingthe Disruptive Employee. Sometimes an individual is not just able to adapt to neededorganizational change without support beyond supervisory coaching. Also, if an employee is truly a “stress carrier” for the otherstaff then he or she must be counseled one-on-one (often by an outside mentalhealth professional). 

The person may have to be placed on probation or disciplined if disruptivebehavior persists. Decisive     intervention is critical if other staff members are to feel that their workenvironment is nontoxic and if they are to respect and trust your leadershiprole. Relying on solid management practices by rewarding productive behavior andconstructively confronting dysfunctional behavior does not make you “thewicked witch of the west.”

·   OrganizationalIRAs. Building in “Incentives, Rewards & Recognition and AdvancementOpportunities” will help encourage and promote desired behaviors.

Incentives and Rewardsaren’t limited to the monetary realm. Allowing folks to cross train or to tryout or discover new approaches in the work setting not only expands knowledgeand skills but can enhance intrinsic motivation and ownership. 

·   OngoingEmployee Participation and Team Building.Follow the organizational retreat with team meetings that aren’t just time andtask driven. Designate a portion of the meeting (I call it the “wavelengthsection”) where people can “check in” in a personal yetprofessional way with each other to discuss how they are working together as ateam, if there are any bumps between members or with other organizational unitsor departments, etc.

Also, allow staff members to facilitate the meetings on a rotating basis;supervisory or management personnel may be observers or participate in the teammember role as much as possible. Taking on this authority-facilitator role willenhance responsibilities, will empower staff and increase group buy-in with thedecision-making process.

ClosingSummary

Help staff grapplewith: 1) loss and change issues, 2) grieving, venting and brainstorming aroundphilosophical and operational shifts and 3) and implementing the threeinterventions, Some changes can be quickly implemented, others will occur overtime. Through consensus you will assist both individual employees to step up tothe responsibility plate and will help strengthen team effectiveness and morale. 

Of course, sometimes anongoing motivation/team building process can be more effectively and smoothly orchestrated with the assistance of a knowledgeablespecialist.

 

SOURCE:Mark Gorkin, syndicated columnist and speaker/training consultant specializingin stress, anger management, reorganizational change, team building (and humor).stressdoc@aol.com or 202-232-8662. 

E-mailyour Dear Workforce questions toOnline Editor Todd Raphael at raphaelt@workforceonline.com,along with your name, title, organization and location. Unless you stateotherwise, your identifying information  maybe used on Workforce.com and in Workforcemagazine. We can’t guarantee we’ll be able to answer every question.

B

uckConsultants surveyed 233 employers in eight industries — business services,communications, financial services, pure Internet, manufacturing, publishing,wholesale/retail, and utility/transportation. Buck just examined the Internetoperations of the companies.

Thesurvey shows that the majority (69%) of companies are using hiring bonuses aspart of their total compensation packages for their employees. Team-based payand gainsharing are the least prevalent of the alternative pay strategies. 

 Belowis a chart of the results.

SOURCE:Buck Consultants 2000 Web site Compensation Survey.

Q

Dear Workforce:

If a company size is about 300 people, how many people should work atHuman Resource, and what is the main function for them? Many many thanks foryour help.

— Cynthia, Hong Kong

A DearCynthia:

First, as a general rule that is conservative, a ratio of 1 HR professionalsfor every 100 FTE’s is adequate. This ratio would suggest for a 300-personcompany that three HR professionals would be needed, and that they would haveto have very broad generalist expertise.

These three HR professionals would cover all the functions in HR(compensation, compliance, benefits, recruitment, training, payroll).

However, depending on the decisions about an HR service delivery model,e.g., self-service, and/or outsourcing, you might only have 1 HR person. Anorganization needs to determine the role they want HR to play in theorganization, and then decide what role technology will have in theorganization.

In addition, the organization may want to outsource all of HR to a PEO –Professional Employment Organization — and thus have only one or two peopleneeded in HR for vendor management and/or strategy development.

 

SOURCE: David Sholkoff, based in Deloitte and Touche’s Los Angeles office.

 

E-mail your Dear Workforce questionsto Online Editor Todd Raphael at raphaelt@workforceonline.com, along with your name, title, organization andlocation. Unless you state otherwise, your identifying information may be usedon Workforce.com and in Workforce magazine. We can’t guaranteewe’ll be able to answer every question.