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Global Recruitment Network Reports on Business Conditions

GRAND RAPIDS, MICHIGAN, USA – April 1, 2014 – NPA released the results of a survey on business conditions for independent recruitment firms. NPA's survey was distributed to the active members of the network, representing more than 400 independent recruiting firms in more than 30 countries. “Our member recruiters experienced an improvement in business conditions for their businesses in the last 6 month and are optimistic about the growth potential for the employment markets in the next 6 months,” said Dave Nerz, president of NPA. “This survey of recruiting firm owners showed that 97% of those surveyed see conditions improving or remaining the same for their businesses over the next 180 days.”

Some other results of this survey of 400 independent members of the global recruiters network showed the following:
  • 53% reported improved conditions in the last 180 days, 23% indicated no change, and 23% reported worse conditions.
  • 72% reported employment markets performing at or above expectations in the last 90 days.
  • 37% of respondents see their market getting more competitive.
  • Only 3% of the respondents have a negative outlook for the next 6 months.
  • 15% project fees to be below the levels realized in the prior 6 months.
“This is good news for NPA members and perhaps the contingent recruiting industry in general,” said Nerz. “On a worldwide basis, it seems that conditions are improving and growing stronger.”The survey also seeks to identify “strong” and “weak” industries/segments of the employment markets. The most active markets identified by the survey were manufacturing/construction/mining and chemical process jobs. Weaker-performing segments were identified related to positions in the areas of accounting/financial services.

About NPA, The Worldwide Recruiting Network. NPA, is a global recruiting network facilitating placements between its members. NPA has 400 member offices with more than 1,200 individual consultants in 28 countries on 6 continents.

Real World Staffing' Documentary

Mez Media Films shares the first-ever documentary film about the staffing profession, 'Real World Staffing', featuring Jenifer Lambert of Terra Staffing Group. Danny Cahill states, "It should be required viewing for all recruiters!"

View full documentary here:

The Employer’s Creed
by David Brooks

Dear Employers,

You may not realize it, but you have a powerful impact on the culture and
the moral ecology of our era. If your human resources bosses decide they want to
hire a certain sort of person, then young people begin turning themselves into
that sort of person.

Therefore, I’m asking you to think about the following principles, this
Employer’s Creed. If you follow these principles in your hiring practices, you’ll be
sending a signal about what sort of person gets ahead. You may correct some of
the perversities at the upper reaches of our meritocracy. You may even help
cultivate deeper, fuller human beings.

Bias hiring decisions against perfectionists. If you work in a white-collar
sector that attracts highly educated job applicants, you’ve probably been flooded
with résumés from people who are not so much human beings as perfect avatars
of success. They got 3.8 grade-point averages in high school and college. They
served in the cliché leadership positions on campus. They got all the perfect
consultant/investment bank internships. During off-hours they distributed bed
nets in Zambia and dug wells in Peru.

When you read these résumés, you have two thoughts. First, this applicant is
awesome. Second, there’s something completely flavorless here. This person has
followed the cookie-cutter formula for what it means to be successful and you
actually have no clue what the person is really like except for a high talent for
social conformity. Either they have no desire to chart out an original life course
or lack the courage to do so. Shy away from such people.

Bias hiring decisions toward dualists. The people you want to hire should
have achieved some measure of conventional success, but they should have also
engaged in some desperate lark that made no sense from a career or social status
perspective. Maybe a person left a successful banking job to rescue the family
dry-cleaning business in Akron. Maybe another had great grades at a fancy East
Coast prep school but went off to a Christian college because she wanted a place
to explore her values. These peoples have done at least one Deeply
Unfashionable Thing. Such people have intrinsic motivation, native curiosity and
social courage.

Bias toward truth-tellers. I recently ran into a fellow who hires a lot of
people. He said he asks the following question during each interview. “Could you
describe a time when you told the truth and it hurt you?” If the interviewee can’t
immediately come up with an episode, there may be a problem here.
Don’t mindlessly favor people with high G.P.A.s. Students who get straight
As have an ability to prudentially master their passions so they can achieve
proficiency across a range of subjects. But you probably want employees who are
relentlessly dedicated to one subject. In school, those people often got As in
subjects they were passionate about but got Bs in subjects that did not arouse
their imagination.

Reward the ripening virtues, not the blooming virtues. Some virtues bloom
forth with youth: being intelligent, energetic, curious and pleasant. Some virtues
only ripen over time: other-centeredness, having a sense for how events will
flow, being able to discern what’s right in the absence of external affirmation.
These virtues usually come with experience, after a person has taken time off to
raise children, been fired or learned to cope with having a cruel boss. The
blooming virtues are great if you are hiring thousands of consultants to churn
out reports. For most other jobs, you want the ripening ones, too.
Reward those who have come by way of sorrow. Job seekers are told to
present one linear narrative to the world, one that can easily be read and
digested as a series of clean conquests. But if you are stuck in an airport bar with
a colleague after a horrible business trip, would you really want to have a drink
with a person like that? No, you’d want a real human being, someone who’d
experienced setback, suffering and recovery. You’d want someone with obvious
holes in his résumé, who has learned the lessons that only suffering teaches, and
who got back on track.

Reward cover letter rebels. Job seeking is the second greatest arena of social
pretense in modern life — after dating. But some people choose not to spin and
exaggerate. They choose not to make each occasion seem more impressive than it
really was. You want people who are radically straight, even with superiors.
You could argue that you don’t actually want rich, full personalities for your
company. You just want achievement drones who can perform specific tasks. I
doubt that’s in your company’s long-term interests. But if you fear leaping out in
this way, at least think of the effect you’re having on the deeper sensibilities of
the next generation, the kind of souls you are incentivizing and thus fashioning,
the legacy you will leave behind.

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