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How to Attract, Retain and Work with Millennials

Being able to successfully attract, retain and work with this new generation begins by understanding the unique ways in which Millennials see their world.

 By 2020, Millennials (defined as people born from 1984-on) will make up 50% of the global workforce. Being able to successfully attract, retain and work with this new generation begins by understanding the unique ways in which Millennials see their world.

According to the Harvard Business Review, in order or importance, Millennials want--

1) Their work to be meaningful

2) To help the environment and society through their work

3) To interact with cool and interesting people

4) To find prestige in the company they work for

5) To maintain work-life balance

6) To progress in their careers

7) To achieve financial security

8) To start their own businesses. 

As you can see from the above list, although the themes of what the Millennial wants may be similar to past generations, Millennials embrace a much different approach and idealism to their burgeoning careers than generations before them.

Interestingly, the current generation has given Millennials somewhat of a bad name. Millennials have been called lazy, but this can be attributed to their want of a work-life balance. They have been called disloyal but this can be due to their desire to progress in their careers to ultimately start their own businesses. And they have been called ‘prima donnas’ but this could be because they have such lofty expectations such as helping the environment or the greater good through their efforts or their desire to work with ‘cool’ and interesting people. Like any emerging generation to the workforce, the previous generation must adapt and embrace a new set of ideals and personalities to continue to thrive. If your company isn’t educating itself on these up and coming candidates and their unique take on the world, it will quickly find itself failing to prosper in an ever-evolving world. 

Steve Aylsworth, a Founder and Managing Partner of Tri-Search Recruitment Firm, states, “It’s a certain reality now that this generation will be a major influence in the workplace. Here at Tri-Search, we have found that providing a very authentic sense of purpose for the company has played a major role in attracting and retaining Millennial talent. It is no longer just about a job well done but more about why should I do this job well?  We have seen that as companies have further defined their purpose or their “why” that this has inherently attracted more of the passionate and purposeful Millennial workforce.”

ATTRACTING THE MILLENNIAL

Millennials treasure openness, ethics and social impact. Luckily; these are all very strong morals to have and your company, if it isn’t already, should be openly practicing the measure of some, if not all, of these cultures. When placing ads or searching for new candidates, remember to tout the ethics of your company. Don’t just explain the job qualifications but describe the work place environment, the sense of community, the greater good your company strives for. It doesn’t hurt to always go back to and include your mission statement when searching for new hires. Educate potential Millennial candidates on the why of your company; not just what you need. This will check the box for Millennials searching for a new opportunity who yearn for a sense of greater purpose and social impact to their work. 

Also, tout the culture of your company. Millennials yearn to work with interesting and cool people. What makes your work culture unique? Fun? Different? Innovative?

A common thread that travels through all of these new Millennial expectations is change. With all of the unpaid internships, the different and exciting new startups popping up coast to coast, Millennials embrace a sense of change; rather than run from it. With that said, loyalty becomes a thing of the past. No longer are these employees willing to sign up for the long term and localized white picket fence. Instead, Millennials almost expect multiple, different stepping stone jobs on their way to ultimate financial security. Change is to be expected, and as such, embraced. That said, foster a sense of ‘change’ in your own internal workplace. Mix things up. Take people on company retreats. Look to fill new leadership roles from within. Relish the fact that your company should reflect the Millennials viewpoint and always be changing to reflect the times. Stay current and fresh and avoid stagnation at all costs. 

The fact that change plays such a key role in Millennial’s lives makes attracting them to your company quite easy (as they are always open to new opportunities) but retaining them becomes a different story…

RETAINING THE MILLENNIAL

A key ingredient to retaining your Millennial hires is to foster diversity within your work environment. Millennials embrace diversity and want to feel like they are part of a new, more liberal and diverse culture. This starts from the top down; remind your leadership to lead with a sense of pride and inspiration, as well as diversity. 

Give a sense of purpose to the Millennial’s work, above and beyond that of the work’s general duties: find ways for Millennials to contribute not only to the greater good of the company but to the greater good of the immediate (and greater) environment and society. This may mean going back to your initial mission statement and abiding duly by it.  

Keep it positive. Millennials, since they are open to change, are keen to move if they feel a workplace environment is toxic or negative. Again, remind your leadership to keep it positive, day in day out; this should be a mantra for any company, not one just seeking to retain its Millennials.  “The pay was OK, the commute couldn’t be shorter, but the toxicity of the environment made my skin crawl,” says Kevin Matthews, a Millennial working at a tech start up in Silicon Beach. Kevin continues, “Even one negative person on a floor can taint the entire team and I felt I needed to look elsewhere, or else succumb to the negative vibes.”

WORKING WITH THE MILLENNIAL

Great, your company has successfully attracted, hired and retained the Millennial. Now, how do you work alongside the new generation seamlessly and successfully?  With Communication. Millennials inherently embrace an open and honest sense of communication. Sure, this communication may come in different forms; social media, skype, technology, eye to eye, but if it’s one thing Millennials are good at, it’s communicating.  Millennials crave an ongoing, immediate sense of feedback. And keep it real. Honestly is key. Millennials can sniff out negativity and rationalizations. Play to their sense of greater good. Their sense of making today a better tomorrow. Pay it forward. And talk about it.

A “cool’ culture…

Should I get a foosball table to keep Millennials around? A beer keg in the kitchen? In short; no. The free snacks (just make you fat) the open floor plans (phone calls?), the hip art on the walls (eccentric overload), even the foosball and pool tables (anyone working??) won’t keep the Millennial happy. Instead, embrace that corporate culture and cultivate it through adventurous, bonding company retreats. Talk about and offer sound health coverage, solid 401k’s. Figure out how your company fits into society and discuss ways to improve both. Hire coaches to sustain internal career development and even personality enhancement.  Hire a diverse and interesting group of people. And most of all; construct a fair pay structure and stick to it. 

Attracting, retaining and working with Millennials is sure to be a hot topic as more and more of this emerging generation pours forth into the current workplace. The best way to learn about Millennials is to source, hire and retain them first hand. Each experience will make your company not only more adapt at acquiring this innovative, new workforce, but also more understanding of the emerging world your company will find itself operating under in the years to come.

 

 

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Teamwork at Tri-Search Anchored by Rising Star

Rapidly rising recruitment firm celebrates the promotion of one if its most loyal and trusted team members.

Tri-Search, the international full-service talent acquisition company headquartered in Denver, Colorado, has been rapidly emerging as a leader within the Recruitment Industry landscape.  A large part of Tri-Search’s burgeoning success is due to their proprietary Customized Project Recruiting (CPR) model that has attracted the attention of numerous Fortune 500 CHRO’s nationwide. The new model, as well as the firm’s overall ascendancy, can be attributed to the seasoned and talented team Tri-Search has internally put together. Anchoring that team with grit and unshakeable talent, is Managing Director Allison Halpern.

Allison’s role as Managing Director at Tri-Search has recently been expanded to cover the entire internal recruitment team. Ms. Halpern has successfully built and led operations for both executive search firms and RPO companies alike.  She has now blended both of those experiences to help build out and lead Tri-Search's newly created CPR model that CHRO's are adopting at a record rate.  

The founders and managing partners of Tri-Search have this to say of Allison. “She has a refuse-to-lose attitude and stays loyal and committed to her company, her team and every client she works with,” states Bob Aylsworth.  

“With over 20 years of complete life-cycle recruitment experience, Allison has been the engineer in building Tri-Search's CPR recruitment machine,” adds Steve Aylsworth. “Allison is a very talented recruiter and her client-centric execution has led to multiple CPR annual agreement renewals. Allison's ability to execute at this level has been a big contributor for Tri-Search becoming a difference maker and trailblazer in the recruitment landscape."  

John Grahame simply says, “Allison Halpern is a rockstar and without her knowledge, recruiting experience and business acumen, Tri-Search would not be where it is today. She is the type of person that will find a way to accomplish the goal at hand for our clients no matter what circumstances have been thrown in her direction. She is someone you want on your team.” 

Prior to Tri-Search, Allison was one of the original co-founders of TriWorth where she ran all of the businesses operations. Before that, Allison was an Executive Vice President at JobPlex and was head of research for the East Coast division of DHR International. She managed 65 researchers in addition to serving as the Account Manager to a DHR Board Member. Allison has a BS in Economics from the State University of New York, Oneonta and earned her MBA from St. John’s University.

To learn more about Allison and the rest of the accomplished Tri-Search team and their Customized Project Recruiting approach, click here: http://www.tri-search.com/what-we-do/

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Resurgence in the “War for Talent!”

Is the phrase that was catapulted into our Talent Acquisition consciousness’s back in 1997 headed for a big comeback 20 years later? 

Millennials may not be familiar with the phrase, “The War for Talent”, but us gen X’rs and baby boomers can easily recall it. The War for Talent is a term coined by Steven Hankin of McKinsey & Company in 1997, and in a book by Ed Michaels. In the years leading up to 2000, recruiting and retaining talent was a nightmare for all organizations and compensation compression issues were off the charts. The War for Talent referred to an increasingly competitive landscape for recruiting and retaining talented employees. In his book, Michaels describes not a set of superior Human Resources processes, but a mindset that emphasizes the importance of talent to the success of organizations.

Snap to 2017 and we are beginning to see a similar set of circumstances that we did pre- Y2K with the Dow Jones now growing (& the Nasdaq fast approaching 6000) coupled with a new President touting the ideal of putting Americans back to work again and producing goods made in America. Plus, right or wrong, there is pressure to significantly reduce H1B employees. All indicators are that the talent acquisition arena will potentially heat up to those pre-Y2K years.

HR leaders and their TA teams will be searching for various modes to secure talent and more importantly, retain key talent. Arbitrarily increasing various forms of compensation or other non-compensatory benefits adding to the indirect employee costs will haunt an organization by dragging down operating earnings.

In retaining and recruiting best in class talent, a few simple axioms could apply:

  • Create a culture to challenge employees
    • Leaders should manage with integrity, and apolitically
  • Create a cohesive, empowered team environment
    • Never accept subversive team members.
  • Hard working employees make mistakes
    • Accept and utilize these mistakes as mentoring, supportive moments.
  • Executive leaders share key information
    • 98% can be shared, 2% is proprietary.
  • A leader is where the buck stops
    • Kudos flow down, not up.
  • Promptly reinforce and reward superior performance
    • Remember, a reward can be as quick and easy as simply stating ‘Great work’ to a person or a team.
    • Poor performance should be corrected immediately and a performance action plan may be required.

Currently leading the charge by assisting TA teams in their individual War for Talents are these four companies, listed in their areas of expertise.

ü  Customized Project Recruiting – Tri-Search

ü  Contingent Search – Techcruit

ü  RPO – PeopleScout

ü  Executive Search – Morgan Samuels

We have yet to see if 2017 will play out as the new Y2K, but the War for Talent will heat up nonetheless. Click on any of the four companies listed above to join the battle.

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Talent Recruitment with Intention: The Roadmap to Onboarding Success

Every job seeker understands how challenging it is to find a job that will fit their skills, their talents and of course, a job that will take them closer to the career that they have been dreaming of all their lives. Job-seeking becomes trial and error, often at the expense of the job seeker. On the other hand, finding the right candidate for the job is a difficult thing as well for a client and this often leads to wasting time, money and resources in the long run.

A company’s HR Department is the bedrock and birthplace of that company’s ultimate success. Growth can be qualitative or quantitative but when it needs to be both, issues often come to pass.  When a company is forced to hire many and hire quickly, too often quality suffers. This certainly doesn’t need to happen. The following is a guideline for businesses to follow as they look to onboard and diversify their talent pool within a crowded, and somewhat confusing, search landscape.

TALENT RECRUITMENT WITH INTENTION

Whether you’re working internally to source talent, or, as more often is the case, working with an outside agency, the key to successful talent recruitment begins with establishing your plan to hire and staying true to the plan throughout the process. 

Talent recruitment with intention includes:

1)    (If outsourcing) Interview and decide upon the correct search firm. (Find a link to an article detailing this process HERE.) The most important part of this process includes finding a firm who will partner with you/ not just work for you.

2)    Establish a realistic timeline to hire.

3)    Discover and engage high quality passive candidates.

4)    Streamline your company’s brand throughout the process.

5)    Get the culture fit correct.

6)    Review extensive metric and reporting for the process; from start to finish to evaluate not only the recent hires, but the outside search firm you’re working with.

7)    Aligning the true intention of what the company needs for the position to the true intention of what the candidate wants for their career.  Not just resume matching but intention setting. This alone can attest for a strong culture fit and successful candidate retention.  

ESTABLISH A REALISTIC TIME TO HIRE.

These days, there are more and more corporate hurdles to leap when onboarding new candidates. Not only are there more steps to the discovery process but there are more decision makers that need to be heard on the other side of the process (such as stakeholders, a growing HR department, etc.) All of this slows down the hiring process, oftentimes frustrating potential candidates and ultimately slowing the growth of the company itself.  A realistic time to hire needs to be set in place from the get-go and then adhered to throughout the process.  This means staying on sourcing and interview deadlines, and more importantly (but oftentimes more challenging) staying on C-level schedules to obtain confirmations of hires quickly and effectively.

CANDIDATE ENGAGEMENT

Engaging and attracting the right candidates begins with streamlined, attractive brand messaging across all the many different options of candidate sourcing. Put your brand’s best foot forward, show potential candidates the benefits of working for your company. Not just the actual benefits but the intangible things as well. Show testimonials of other employees at your company or upload glossy videos of some of your workspaces, cities and/or work culture. You don’t have to have a start-up ping pong table and keg to make your place of business stand out. Oftentimes potential candidates simply want to see an organized, sophisticated work space free from distraction. Videos can go a long way for this and give the potential candidate a taste of what they can expect working there.  (Think about it, you’re asking someone to spend the majority of their work days here; it only makes sense to show them that space and culture.  It’s akin to the traveler wanting to see video of their hotel, or vacation rental before they book; why not provide the same sort of education to the potential employee who will be forced with a much larger decision than choosing a simple vacation?)

Also remember that the quality of your potential candidates will be severely impacted by both the firm you choose (specialty or quantity?) and the avenues by which you chose to search. Sifting through generic job boards may not land you that specialized computer programmer. 

GET THE CULTURE FIT RIGHT

Getting the correct culture fit is key to completing the search process. A candidate could look great on paper, be willing to relocate, but then never actually connect with those they are going to interact with on a day to day basis and thus retention suffers.  The search process has to include interviews that survey personality traits as much as competitive talents.

Be sure to set up the interview process to not only include HR managers but those direct managers that the candidate will work most closely with.  And, when possible, have If and when possible, have colleagues or peers for that job actually do the interview or have a meet and greet meeting.  This is a great way to empower the people of your company while making sure the new hires will adhere to the current culture you have moving forward.

METRICS AND REPORTING

Obtaining detailed metrics and reporting throughout the entire process makes for not only stronger candidate sourcing but proper reflection of the hiring process from end to end.

You can’t manage what you don’t measure and it’s important to understand where bottlenecks can happen. Too often detailed reporting falls by the way side and intention is not met.

ACCOUNTABILITY

At the end of the day, it’s all about client accountability for the true intention to succeed.  The client must stay true to the process through things like coordinating exec’s schedules in order to quickly be able to interview a passive candidate, to following and recording all the thousands of minute metrics, to putting the time in to peer to peer interviewing to perfect the culture fit. Onboarding new talent and expanding your company is a huge signal of success: remember to recruit with intention throughout the process to ensure that success blossoms.

 

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The Difference Between RPO, Contingent, CPR (Customized Project Recruiting) and Executive Search: Which Search Firm is Right for You?

Is your company looking to add employees this year and do you have questions about the many different options within the search firm market?

CHROs and human resource professionals taxed with consistently maintaining, optimizing and expanding their talent supply chain may find themselves having to consider whether outsourcing recruitment to an outside agency is a viable solution. Successful collaboration with an outside search firm begins with choosing the firm that makes the most sense for your company’s individual staffing needs.

When does an RPO firm make sense compared to a contingent recruiting agency? How does Customized Project Recruiting and executive search fit in?

First, let’s define the search firm market –

RPO – Recruitment Process Outsourcing is a form of business process outsourcing where an employer transfers all of its recruitment processes to an external service provider. RPOs typically search large volume, hourly employees and are best used when sourcing lower level positions. Options for RPO companies include Cielo (formerly pinstripe) and PeopleScout.

Contingent Search is most often industry-specific recruitment where a fee is due only upon successful candidate placement. This can be effective with highly specialized positions and is a notable option for the tech sector and for placement for salaries between $50K to $150K.  A good example of an established tech contingent firm is Techcruit.  Please note contingent firm placements usually come with shorter placement guarantees, 90 days on average.

CPR is Customized Project Recruiting, a proprietary process introduced to the market in 2013 by Tri-Search that has become so successful it is beginning to carve out its own niche in the marketplace. Customized Project Recruiting is a blend between executive search and RPO. Companies using CPR gain the targeted recruitment of passive candidates that they would get from a high level executive search firm with the metrics and reporting that they would receive from an RPO. This helps companies acquire better candidates quicker and at a lower cost. CPR is best used for companies looking to hire between 5-100 candidates with salaries ranging from $50K to $250K. Tri-Search is the only search firm utilizing this innovative new process at this time.

Executive Search is a specialized recruitment service that finds top level candidates for senior, executive or other highly specialized positions for clients. These firms typically charge retainers and get paid all fees regardless of filling the position. Detailed metrics and reporting accompany high quality, passive candidates when using an executive search firm, such as Morgan Samuels.

In sum: If you’re looking to hire a tech specialty position within a niche market, a Contingent Firm might work best.  If you’re looking to hire 1,000 lower salaried or hourly employees (such as staffing a new call center) RPO would be your first call. If you’re looking to hire a key C-level executive, a retained Executive Search Firm (such as Morgan Samuels) would be your answer. If you’re looking to hire 5-100 employees of all different levels, then the CPR approach would work best (Tri-Search.)  Where RPO is typically an all or nothing approach, CPR offers flexibility and partners well with clients to work on individual staffing needs. Also take note that contingency firms are more likely showing their candidates to other companies at the same time where Executive Search and CPR won’t be.  

Hopefully this information helps to provide details on the ever expanding and always changing search firm landscape for you as your company continues to grow. If you’d like to learn more about the search landscape, click here.

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CHROs' Embracing New CPR Model

Search firms are always looking for ways to make their processes more streamlined, robust and ultimately successful, not just to be able to pass those services on to their clients, but also to stand out in a crowded marketplace. To achieve individuality and edge, some firms create proprietary interview processes or proprietary technology products while others work to prove themselves as thought leaders in the executive and human resource sphere.  One rapidly-rising search firm, Tri-Search, an international full-service talent acquisition company headquartered in Denver, Colorado, recently introduced a new model called Customized Project Recruiting (CPR) and already the proprietary product has garnered praise from CHRO’s around the country. In fact, the new model is directly responsible for packaging industry giant Coveris’ recent renewal with the emerging firm.

Bob Aylsworth, CEO and one of the founders of Tri-Search, explains CPR. “Customized Project Recruiting is a blend between executive search and RPO. Companies gain the targeted recruitment of passive candidates that they would get from a high level executive search firm with the metrics and reporting that they would receive from an RPO. This helps companies acquire better candidates quicker and at a lower cost.”

 

Mr. Aylsworth continues to explain the proprietary CPR approach offers companies flexibility (as opposed to an “all or nothing” approach), lower fees and a higher level of customer service.  “The customized processes we implement from our dedicated and experienced operations team has also shown tremendous value to our clients.” States Mr. Aylsworth, “CPR also helps strengthen employment branding which is often overlooked within the recruitment world. Within the Tri-Search walls, branding has been realized as a strength to our clients and we work together with the client to design, implement and streamline the brand’s narrative to the marketplace. Moreover, with only one company implementing the search process, there’s no confusing or mixed-branding messages floating about in the marketplace from different companies and people sourcing for the same position.” 

The idea behind CPR was created after 15 years of experience in the staffing industry by Bob Aylsworth. Mr. Aylsworth built and sold the RPO Firm TriWorth to a large staffing company in Chicago in 2014. That set the stage for Aylsworth, along with founding partners Stephen Aylsworth and John Grahame, to launch Tri-Search.  The three executives soon discovered there was a niche in the marketplace where the mid-level search realm was being underserved and this was something that perfectly fit the executive team’s unique and creative expertise.  The trio created CPR in January 2015 and quickly offered the product into the marketplace. CHRO’s around the country have truly enjoyed Tri-Search’s tailored approach to recruit multiple positions per year with an on-demand and strategic partnership. This is a comprehensive and integrated service model using multiple recruiting channels all rolled into one dynamic recruiting package.

The success of CPR is in part due to its high quality of candidates and lower cost structure and so far, this technique has CHROs’ across the country interested in the new product. Enter Anthony Fogel, CHRO of Coveris. Mr. Fogel was one of the early adopters of the burgeoning CPR product. From the beginning of their partnership, Mr. Fogel and Mr. Aylsworth discovered that if Coveris eliminated the surplus contingency firms spend and placed the breadth of searches all under one shop, that they would bring costs down 30-40%, bring in higher quality candidates faster and implement a more robust recruiting process.

“I chose to partner with Tri-Search primarily because they offered us to form a partnership to solve our business challenges and structure a customizable solution that would meet our specific needs, unlike many other search firms who came looking for a problem to fit within their solution,” states Mr. Fogel.  “Essentially we’re getting better than contingent fees with a retained level of service through the model we’ve formed with them,” says. Mr. Fogel. “We look forward to another year of engagement with Tri-Search.”

Mr. Aylsworth concludes, “We’re finding more and more CHRO’s are lighting up to both the idea and the implementation of CPR.  And with more job growth expected in the coming year, there’s never been a more relevant time to be able to present the marketplace a stronger and more unique cost savings option in the recruiting space than now.”

To learn more about Tri-Search and their Customized Project Recruiting Model, click here: http://www.tri-search.com/what-we-do/

 

 

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CHROs' Embracing Innovative, New Recruitment Model

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CHROs' Embracing Innovative, New Recruitment Model

The on-going success of Tri-Search’s unique Customized Project Recruiting model a big reason for packaging industry giant Coveris’ recent renewal.

Tri-Search, the international full-service talent acquisition company headquartered in Denver, Colorado, introduced Customized Project Recruiting (CPR) a few short years ago and already the proprietary product has garnered praise from CHRO’s around the country.  The success of CPR is in part due to its high quality of candidates and lower cost structure.  These are just a few reasons behind packing-industry giant Coveris’ recent renewal with the search firm.

Bob Aylsworth, CEO and one of the founders of Tri-Search, explains CPR. “Customized Project Recruiting is a blend between executive search and RPO,” states Mr. Aylsworth. “Companies gain the targeted recruitment of passive candidates that they would get from a high level executive search firm with the metrics and reporting that they would receive from an RPO. This helps companies acquire better candidates quicker and at a lower cost.”

Mr. Aylsworth continues to explain the proprietary CPR approach offers companies flexibility (as opposed to an “all or nothing” approach), lower fees and a higher level of customer service.  The customized processes we implement from our dedicated and experienced operations team has also shown tremendous value to our clients. CPR also helps strengthen employment branding which is often overlooked within the recruitment world.  Within the Tri-Search walls, branding has been realized as a strength to our clients and we work together with the client to design, implement and streamline the brand’s narrative to the marketplace. Moreover, with only one company implementing the search process, there’s no confusing or mixed-branding messages floating about in the marketplace from different companies and people sourcing for the same position. 

The idea behind CPR was created after 15 years of experience in the staffing industry by Bob Aylsworth. Mr. Aylsworth built and sold the RPO Firm TriWorth to a large staffing company in Chicago in 2014. That set the stage for Aylsworth, along with founding partners Stephen Aylsworth and John Grahame, to launch Tri-Search.  The three executives soon discovered there was a niche in the marketplace where the mid-level search realm was being underserved and this was something that perfectly fit the executive team’s unique and creative expertise.  The trio created CPR in January 2015 and quickly offered the product into the marketplace.  CHRO’s around the country have truly enjoyed Tri-Search’s tailored approach to recruit multiple positions per year with an on-demand and strategic partnership.  This is a comprehensive and integrated service model using multiple recruiting channels all rolled into one dynamic recruiting package.

Enter Anthony Fogel, CHRO of Coveris. Mr. Fogel was one of the early adopters of the burgeoning CPR product. From the beginning of their partnership, Mr. Fogel and Mr. Aylsworth discovered that if Coveris eliminated the surplus contingency firms spend and placed the breadth of searches all under one shop, that they would bring costs down 30-40%, bring in higher quality candidates faster and implement a more robust recruiting process.

“I chose to partner with Tri-Search primarily because they offered us to form a partnership to solve our business challenges and structure a customizable solution that would meet our specific needs, unlike many other search firms who came looking for a problem to fit within their solution,” states Mr. Fogel.  “Essentially we’re getting better than contingent fees with a retained level of service through the model we’ve formed with them,” says. Mr. Fogel. “We look forward to another year of engagement with Tri-Search.”

Mr. Aylsworth concludes, “We’re finding more and more CHRO’s are lighting up to both the idea and the implementation of CPR.  And with more job growth expected in the coming year, there’s never been a more relevant time to be able to present the marketplace a stronger and more unique cost savings option in the recruiting space than now.”

To learn more about Tri-Search and their Customized Project Recruiting Model, click here: http://www.tri-search.com/what-we-do/

About Tri-Search

Tri-Search is an International full service talent acquisition company that is headquartered in Denver, CO. The search firm was established in 2007 (name change in 2015) and specializes in placing mid-level positions for companies of any size throughout the US, Canada and the UK. Mid-level positions are jobs with compensations ranging from $50,000 to $200,000. These mid-level positions can be placed in a retained one-off engagement or in a CPR (Customized Project Recruitment) solution for multiple positions.

For more information contact John Grahame @ 720.785.4740, jgrahame@tri-search.com  or visit www.tri-search.com.  Learn more about CPR here.

 About Coveris

Coveris is a leading international manufacturing company, dedicated to providing solutions that enhance the safety, quality and convenience of products we use every day. In partnership with the most respected brands in the world, Coveris develops vital products that protect everything from the food we eat, to medical supplies, to the touch screen device in our pockets, contributing to the lives of millions every day. For more information visit www.coveris.com.

See Mr. Fogel’s Tri-Search Testimonial here.

 

 

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Tri-Search Featured in LA Weekly

Tri-Search Managing Partner and Co-founder Steve Aylsworth is asked about today’s changing job market by LA Weekly. Tri-Search being specialists in finding the best talent, provides a curated look at what drives hires in today’s market and what tools are useful in locating the best talent. It’s a war for talent out there and Tri-Search helps paint the picture on what works in today’s times. 

Click here to see the full article (PDF).

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40 Under 40 2013 Winner - John Grahame

John Grahame, vice president of business development with TriWorth, says he believes that potholes, or adversity, comes with everything you do. He said he remembered when he left professional sports and was entering the business world, he found it a bit intimidating, but knew he had to put himself out there. “I didn’t just want to be a retired athlete, I wanted to be respected in the business world and hopefully I’ve gotten off to a good start with that, and I look forward to the future."

Read more here.

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