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Americans are always on the hunt for the next great job opportunity, but it can be difficult to find out how much competition you'll face for that plum post. So now, LinkedIn (LNKD) is providing some insight into the jobs that create the most buzz, posting its 10 most-viewed jobs last year. Surprisingly, they're not all top-paying positions. Indeed, two intern-level spots garnerer outsized attention. Even if the jobs don't share pay levels in common, they do all have one commonality: strong brands. Workers seek out jobs at well-known brands because of the identity boost from aligning with a company that has a positive image. It's also increasingly important to American workers that their employers take a stand on political issues, including community and social issues, which some top brands are increasingly doing. Employment site Glassdoor found that three-quarters of millennials would quit their jobs if their employer violated their core beliefs, while a majority of employees of all ages want their employer to have a clear mission and values. Working for a top brand may provide inner satisfaction, and some research indicates employees may not be averse to taking a paycheck hit to do it. Executives are willing to take a pay cut of 12 percent to work at in-demand brands, researchers at the London Business School and Texas A&M University found, according to Fast Company. "Just as a strong brand can attract customers who are willing to pay higher prices, they also attract employees who will agree to lower levels of pay," researcher Nader Tavassoli told Fast Company. LinkedIn said tens of thousands of would-be hires looked at each of the U.S.-based jobs listed below, although it didn't disclose details. The most-viewed jobs on LinkedIn Communications manager - Tesla Summer intern - Royal Caribbean Cruises Entry-level engineer - Illumina Associate producer - The Ellen Degeneres Show Corporate intern - Michael Kors Corporate sales account manager - Southwest Airlines Temp project coordinator - BBC Worldwide Business strategy manager - Philadelphia 76ers Entry-level asset manager- Neuberger Berman Project coordinator - HBO   By: CBS Interactive Inc.. All Rights Reserved.  
As we start 2018 no doubt many people will be thinking about setting their goals for 2018. Some of you will set modest goals, some will stretch goals and some of you will even set big bold goals that will look to catapult your businesses in the coming year. Personally I have always been a fan of big bold goals, yes they're challenging but they are also exciting and inspiring. I always thought I understood what big bold goals were and how to set them, and also how to achieve them. But I was wrong! Over the Holiday Season I had the chance to see a very inspiring movie called L'Ascension (The Climb) which challenged just about everything I have thought of when it comes to setting big bold goals, and what is truly possible. L'Ascension tells the true story of Nadir Dendoune, a French Algerian who had never set foot on a mountain before he decided to set the goal of climbing Mount Everest. Yes, that's right Mount Everest. The world's tallest mountain, it's over 29,000 feet high, at the summit it can experience 200 mph winds, and temperatures of -31F. Now you might be thinking, yes that is a bold goal but with plenty of preparation, training and acclimatization it could be achievable, And yes I guess you're right as over 4000 people have climbed Everest since Sir Edmund Hilary and Sherpa Tenzing first climbed it back in 1953. But that's not the approach that Nadir took. With no expertise or experience Nadir set off for Nepal. He faked his resume claiming that he had climbed Mont Blanc and Kilimanjaro and that he was in fact an experienced mountaineer in order to get accepted. However, in reality he had zero experience or expertise and had never been on a mountain before, and certainly not one as treacherous as Mount Everest. Yet armed with just Passion, Commitment and Perseverance four months later he reached the summit of Everest. When it came to setting bold goals, I had always thought that Passion, Commitment and Perseverance were needed, but so was some experience or expertise. But looking at it now it's clear that this is just another limitation that we put on ourselves. Another barrier that we build between what we believe is possible and what is actually possible. Now I am not suggesting that you set a goal of climbing Mount Everest, but I do think that maybe we can be a little bit more adventurous, a little more aggressive when it comes to setting your goals for 2018. Nadir's achievement has not just raised the bar on what's possible, it's removed it altogether. I know that my goals for 2018 will now be significantly bigger and bolder than I was planning and that I will try and remove any limitation I put on myself. But what about you, what goals will you set for 2018 for you and your business now that possible has been redefined? By Gordon Tredgold Founder and CEO, Leadership Principles  
Ever heard of Warren Buffet, the man who made most of his fortune by heavily investing in the insurance industry? Of course, you have. His net worth is said to be somewhere in the area of $100 billion. Understanding the business model of insurance companies, Mr. Buffet took a gamble and came out one of the richest men in history. You see, insurance companies are in the business of making money, not spending it. One of the most common ways insurance companies ensure that their profits soar is to collect monthly premiums from their members (our patients), then deny as many claims as possible by referring to the literature in a patient’s contract, specifically the exclusions, limitations, or frequency provisions. Exercising their right to deny payment of claims based on this literature ultimately results in decreased payouts and increased profits for the insurance company. Now that you have a better understanding of the insurance company business model, you need to think like an insurance company. Be sure to dot your i’s and cross your t’s before you send out any dental claims for processing. Here are three most of the most common ways insurance companies deny dental claims, and some ways in which you can avoid them. Lack of information from the provider At least 50% of dental claims for basic and major services will be placed on pending status and sent back to the dental office, which requires you to send additional information in order for the claim to be considered for payment. Most of the time the claim is sent back due to a lack of information. Be sure to send a recent full-mouth series or periodontal charting from the last six months for claims requiring this information, such as periodontal, endodontic, orthodontic, and other basic and major services. In some cases, the insurance company will delay payment by requesting a detailed narrative with a written explanation of necessity. Always be swift and timely with any requests from the dental insurance company to facilitate claims processing. Untimely filing Dental claims should be submitted upon completion of the services provided. Failing to submit the claim on time is an easy excuse for the insurance company to deny the claim. Most PPO plans require that the claim to be submitted within one year from the date of service. There are also some local union plans that have even shorter time filing periods, such as 90 days. If the claim remains unpaid past these deadlines, you will be at the mercy of the untimely filing rule and can expect to have the claim denied, should you resubmit. You may be able to request an appeal, but most often this request will also be rejected. Limitations, exclusions, frequencies All dental plans are not created equal. Most dental plans are based on what a patient’s employer has agreed on with the dental plan provider. Limitations such as annual or lifetime maximums ensure control over how much is paid out on a dental policy. Frequencies help keep insurance company costs down by ensuring patients can be covered only for certain procedures a few times a year or every few years. Excluding or down coding certain procedures occurs all too often and helps to minimize insurance payout. Don’t expect reimbursement for a dental implant when a patient could have had a three-unit bridge instead. Most of the time companies will down code a more expensive procedure to a less costly procedure and provide an alternate benefit, which results in lower reimbursement. The list for reasons of non-covered procedures, due to limitations, exclusions, and frequencies, can go on and on because these usually vary from plan to plan. This is why it is vital to find out what is covered and not covered prior to performing any procedures. You can do this by obtaining a breakdown of benefits, and if necessary, submitting a predetermination for more costly procedures. So you see, insurance companies are in the business of making sure their quarterly earnings soar and they make record profits. They tend to make decisions based on what’s in their own pockets, not based on what’s best for our patients’ health and well-being. Be prepared, and think like an insurance company! By Kyle Summerford Editorial Director
The Federal Bureau of Investigation's deputy director, whom US President Donald Trump repeatedly accused of political bias, has resigned. Andrew McCabe was pressured to quit by FBI Director Christopher Wray in advance of an inspector general report examining the agency, reports CBS News. Mr McCabe was reportedly due to retire on 18 March. His exit from the top law enforcement agency comes a week after a report that Mr Trump wanted him out. An internal communication authored by Mr Wray shows Mr McCabe's early departure was the result of a forthcoming FBI inspector general report that concluded the agency must perform at the highest standards, according to CBS News. Earlier on Monday, the New York Times reported that Mr Wray had expressed an interest in moving Mr McCabe to another job, which would have been a demotion, ahead of the inspector general report. It is unclear when the report will be released. White House press secretary Sarah Huckabee Sanders told Monday's daily press briefing: "This decision was not made by the White House." "The president wasn't part of this decision making process," she added. Why is this significant? Mr McCabe briefly became acting FBI director last May after Mr Trump fired its previous chief, James Comey. Mr Comey had been overseeing the bureau's investigation into alleged Russian interference in the 2016 presidential election. Mr Trump eventually nominated Christopher Wray as the new FBI director, and he was confirmed by the Senate in August. Mr Wray recently threatened to resign after being pressured by Attorney General Jeff Sessions to fire Mr McCabe, Washington DC news outlet Axios reported last week. Mr McCabe, 49, who was already expected to step down in early 2018 upon becoming eligible for his pension, instead chose to step down now and is on leave ahead of his official retirement date, CBS News reports. Later Mr Comey tweeted his support for his former deputy.     Special Agent Andrew McCabe stood tall over the last 8 months, when small people were trying to tear down an institution we all depend on. He served with distinction for two decades. I wish Andy well. I also wish continued strength for the rest of the FBI. America needs you. By: BBC
While statistics of a low unemployment rate and growing economy flood the news, you may be wondering what the best jobs are for 2018. Knowing the job market and its trends provides job seekers with vital information such as a job’s education requirements or the median salary and job satisfaction for a particular industry. U.S. News recently unveiled its U.S. News & World Report Best Jobs of 2018 and here are the top 10 jobs followed by the biggest takeaways: U.S. News Top 10 Jobs of 2018 Software Developer Dentist Physician Assistant Nurse Practitioner Orthodontist Statistician Pediatrician Obstetrician and Gynecologist (tie) Oral and Maxillofacial Surgeon (tie) Physician (tie) How U.S. News Comes Up With Its Rankings U.S. News uses an extensive process to rank jobs. While careers are subjective, some career qualities are pretty universal. Some prefer teaching while others prefer the pressures associated with performing surgery. However, the qualities that are pretty universal are that people generally prefer higher salaries and opportunities for promotion. To quantify its data, U.S. News first draws data from the U.S. Bureau of Labor Statistics on the jobs with the largest projected hiring demand. U.S. News then scores the jobs based on seven measures: 10-year growth volume; 10-year growth percentage; median salary; employment rate; future job prospects; stress level; and work-life balance. For each measure, jobs receive a score between 0 and 10. Strong Employment Numbers Overall employment is expected to grow 0.7% annually between 2016 and 2026 according to the Bureau of Labor Statistics. In comparison, the 10 years prior only saw a labor growth rate of 0.5% annually, mainly due to the depressed hiring from the Great Recession. The careers expected to add the most jobs by 2026 are food preparation and serving workers, registered nurses, personal care aids, home health aides, and software developers. The overall unemployment rate dropped nearly half a percentage point over the course of 2017, reaching 4.1% as of November.   By: Richard Gano
Diversity is regarded as “the biggest game-changer” for hiring processes in 2018, a new report conducted by LinkedIn Talent Solutions has revealed.   LinkedIn surveyed close to 9,000 talent acquisition professionals from 39 different countries, asking them about the current state of hiring and the key recruitment trends to watch out for in the coming year. There were four main rubrics that emerged as the most pressing issues in the minds of hiring specialists worldwide: diversity, data, artificial intelligence (AI) and new interviewing tools. Diversity was cited as a top priority, with 78pc of those surveyed indicating that it was a ‘very/extremely important’ trend. More than half (53pc) of the companies interviewed said that they have made inroads to tackle it head-on, and have mostly or completed adopted policies to address the issue. While the topic of diversity has attracted much attention of late, it wasn’t so long ago that there was a genuine dearth of reliable data on the demographic breakdown of some of the largest and most influential companies worldwide. Talent on tap “Pretty much universally, this topic seems to be critical for most organisations,” said Brendan Browne, the vice-president of global talent acquisition at LinkedIn, on the topic of diversity. Browne analysed the result on the latest episode of his talk show Talent on Tap. The survey also established the perceived benefits to promoting diversity in workplaces. Of those interviewed, 78pc stated that they wanted to focus on diversity to improve company culture, while 48pc said they wanted to do it so that their workforce would better represent their customer base.   More than 60pc of professionals cited the desire to improve company performance as a motivating factor for recruiting a more diverse workforce. Diversity has been proven time and time again to be beneficial not only ethically, but also to a company’s bottom line. This was most recently reiterated in a McKinsey & Company analysis of how representation positively affected profits in almost 1,000 companies across 12 countries, a follow-up of the firm’s 2015 Why Diversity Matters study. The analysis concluded that companies in the top quartile for ethnic diversity at an executive level are 33pc more likely to have above-average profitability than companies in the bottom quartile. Where companies are focusing their efforts LinkedIn also quizzed respondents about where companies are focusing their diversity efforts. Gender came in at first place, which the research paper partially attributes to the fact that gender is “easy to track” and therefore is often “low-hanging fruit” for companies. It also pointed out that the “undisputed proof of women’s value in the workplace and grim representation of females at big-name companies” also go a long way to keeping gender at the forefront of the company consciousness. Organisations are also focusing on racial and ethnic diversity, which came second in the overall table, translating into almost half (49pc). Earlier this month, the Pew Research Center published its latest findings on experiences of discrimination and lack of representation in the US workforce, placing particular emphasis on gender and racial inequities, and how lack of representation impacts the experiences of women and minorities. It was observed that in male-dominated work environments, women were more likely to report experiencing discrimination in various forms. The study also indicated that racial representation in STEM industries is currently lagging behind national averages. Browne was quick to mention how important it is that hiring managers “really understand their own unconscious biases that they bring to the assessment process” when attempting to recruit a more diverse range of candidates. He referred to steps taken by Airbnb to eliminate bias from the interview process as an example of self-aware and proactive action in a bid to achieve better representation in the workplace. Other trends Recruitment professionals seem keen to overhaul the interview process as a whole. While many still practise and attest to the effectiveness of the traditional interview format, 63pc of respondents stated that classic hiring methods such as this are not effective at screening for soft skills – skills that are experiencing a particular flush in demand in the wake of advancements in AI technology. New methods for sizing up candidates such as soft skills assessments, ‘job auditions’ and electing to meet in more casual settings have all emerged as viable alternatives to the traditional interview format. AI for smarter recruitment Most professionals (76pc) acknowledge that AI will be at least somewhat significant to how recruiters work in the coming years. AI has the potential to reduce costs and labour by automating repetitive tasks and streamlining the search process, narrowing down candidates in ways the recruiters themselves may not have considered. AI isn’t going to replace talent acquisition specialists any time soon, but will likely merely complement their work. AI was rated as most helpful at sourcing, screening, scheduling and even nurturing candidates. Yet ultimately, the more ‘human’ aspects of human resources, such as forging relationships and gauging interpersonal skills, will not be overtaken by AI any time soon. Finally, data – which has almost become cliché now, due to how frequently it is cited when contemplating the future of work – was highlighted as vital to the recruitment process going forward. It has the potential, according to respondents, to help gauge skill gaps and increase retention. Making more data-driven decisions could very well elevate the recruiter role as a whole, and could be helpful to all HR professionals regardless of experience. By Eva Short 
Mostly recruiters are looking for 100 percentages matching between jobs description and CVs they are reviewing, by that they are reducing the number of some talented candidates, which is wrong. The kind of position you are recruiting for, Number of CV to be reviewed is important, if no hidden agenda from proponent side? Location of the company you are recruiting for, diversity, targeting area, targeting companies, level of the position and more points it should memorised while you are reviewing or you are reading job description. Job Description? To read or write the job description is the first point you should start by as the professional recruiter. if the job description is not clear you need to contact end user or proponent to make sure that you understand the requirement. Posting: Of course you will not post your position everywhere, you to ask your self several questions before you post your position? What kind of position? Which area you find your candidates? Is it niche job to be posted in some kind of portal like  world jobs  dot net? Are you targeting some area? Are you looking for some level of candidates? Are you targeting some companies? Technical Reviewing: Hundred of CVs now in your email box and you need to short list your candidates before you send to your proponent? What of technique do you will use? And how you will filter your CV? You may miss some one he is your number one candidate? Setup your matching list including score for each CVs you review, mark in top 70 percent and above CV you reviewed. The minimum requirement like education year of experience and level of the position should be 100 percent matching. Technical reviewing depends to knowledge of the position and job description you read or write. Key word some times if you are looking for key word or system search you need to focus in some key words that will help a lot will reduce the time of searching or reviewing. Final reviewing: You need to make your final reviewing and make your short list from the firest short list you made. You need to select you first list and made your backup list too. Availability: You need to contact your shortlisted candidates and to be sure about their availability and to explain to the what kind of positions they are selected for, here you need to know the type of payment, benefit and compensation, Proponent: After you shortlisted your candidates and check their availability you need to communicate to your proponent and send them your shortlisted candidates including the summary of your technical reviewing you made. Of course every recruiter had different type of reviewing and many of them they are depend to their experience and their knowledge about the position they are looking for but in the same time you should follow the proceeder to convince your proponent and make sure that your shortlisted candidates will be contacted for interview. By: World Jobs In our  world jobs  we try our best to solve the proponent and to find most experienced candidates who satisfied our clients
Eddie Vivas is in an odd position. His job is to apply mathematical formulas to  LinkedIn ’s millions of personal profiles to match the right potential job candidate with the right job opening. Yet he also admits that no algorithm could have predicted that a high-school drop out from Florida such as himself would have become “head of talent solutions” at one of the behemoths of Silicon Valley. That uneasy truth puts the boyish-looking 30-something in the middle of an ideological battle over the future of recruitment. On the one hand, LinkedIn is deploying Mr. Vivas’s computer science to help employers find new staff who will be a good fit — either because they are already connected to people there, or because their experience, skills and education make them good replicas of favorite employees. “We have the ability for you to just tell us ‘here are a group of people who I think are amazing’ and we’ll find others just like them on the platform,” he says. But a growing number of companies are moving in the opposite direction: they are actively hiding information on candidates’ CVs from their recruiters, so that they do not end up with homogenous workforces where everyone looks the same, sounds the same, and has the same college scarf. EY, a business services company, for example, now selects entry-level candidates for interview based only on their performance in online tests, and does not give interviewers any background information (such as work experience or academic grades). Politicians — increasingly fretful about social mobility — are warming to the idea too. Last month David Cameron, UK prime minister, announced that a group of public and private sector employers would implement “name-blind” recruitment for young people to try to combat racial discrimination in the hiring process. Does Mr. Vivas see the tension between these trends? “Yes and no,” he says. The tools he has designed for LinkedIn do not necessarily perpetuate homogeneity, he argues. “My background doesn’t represent the LinkedIn background at all, and me being able to bring more people that I know into our organization, I think is a really good thing”. Similarly, he could use the tools to find more people who are just like his “amazing” engineering partner Annabel Liu.   LinkedIn is also thinking about how it could use its vast amounts of data to promote diversity, by showing how diverse companies are relative to their peers and to the labour market as a whole. “Without data, there’s a lot of plausible deniability,” he says. “But diversity of ethnicity, colour and race is only part of what I think is important to solve. I think diversity of thought is really important too. I bring a very different perspective to the table than what a Harvard grad will.” Yet Mr. Vivas’s path to LinkedIn from his boyhood home in Jacksonville, Florida (“as far away from Silicon Valley as you can get,” he says with an impish smile) also demonstrates the limits of what data can do. After he dropped out of high school at 17, he moved to Chicago and worked some “tough jobs” until he met his first business partner — a man who took a chance on the youngster, even though any algorithm would have told him to steer well clear. That started Mr. Vivas on the road to where he is now, having sold his last company, , to LinkedIn last year for $120m. “Relationships matter: someone was willing to take a risk because they believed in me, even though my qualifications didn’t back anything up at all,” he says. “Data’s incredibly powerful, but data alone can’t help you hire great talent. Robots and algorithms are not going to replace recruiters. And actually, I used to believe that, by the way — I used to believe that algorithms could identify exactly who you should hire.” Real life has corrected that view. “Once somebody has spent time working in the recruitment space, and understands all the intricacies that actually exist in dealing with human beings . . . they learn that data’s a piece of the puzzle, but it’s not everything.” Data alone can’t help you hire great talent. Robots and algorithms are not going to replace recruiters Mr. Vivas subverts Silicon Valley stereotypes in other ways too. He may be a 30-year-old technology entrepreneur, but he does not know how to code. “ I know what’s possible with it, but coding — actually programming — I don’t know how to do.” In fact Mr. Vivas thinks it is troubling that policymakers are trying to make all schoolchildren learn how to code. “I think we’re moving to a world where people’s understanding at a high level of how these systems are built is going to be important, but the actual act of coding is not what we need everybody to start focusing on doing,” he says. “Coding is kind of like an art — just because you can get somebody to spend the time doing it, if they don’t know what they’re doing, you’re going to get a mess. “The world doesn’t need more bad coders.”   Sarah O’Connor: times
Particularly tough subjects to fill are in maths, English and IT, with physics teachers in London the hardest to find and secondary maths teachers in the East second Schools in England are facing a teacher recruitment crisis as nearly half of headteachers have unfilled posts, a survey has revealed. Physics teachers in London are the hardest posts to fill and the second toughest to find are secondary maths teachers in the East of England. Others which are proving difficult to find include key subjects such as mathematics, English and Information Technology, according to a survey by the education firm TES Global. Schools in London, the South East and West Midlands are facing the biggest challenges in recruiting teachers compared to just three years ago. Inner London, Yorkshire & Humber and North West England have experienced the most rapid falls in recruitment rates since 2012. More than one in ten schools have increased the number of unqualified staff to take lessons to fill the gaps. Almost half (46%) of the 250 head teachers in the survey have reported unfilled posts and more than a quarter (26%) are using more supply teachers. Schools have also been recruiting teachers from overseas (9%) and using teachers to cover subjects in which they do not specialise (16%). Schools recruiting for physics teachers in London currently receive just 2 applications on average compared to 8 in 2012. And Schools recruiting for maths teachers in the East of England now receive just 3 applications on average compared to 7 in 2012. Vic Goddard, principal at Passmores Academy in Harlow and star of TV show Educating Essex, said: “This is a challenge all over the country. Our proximity to London means that we are having to work incredibly hard to recruit teachers for shortage subjects, normally with very little success. “I am having to think very creatively about how to attract good quality teaching talent for subjects like maths, whether that’s looking overseas or even looking at how we can give teachers somewhere to live to get them to join us.” And Rob Grimshaw, chief executive of TES Global, said: “While we may not be facing a national crisis in teacher recruitment, it will certainly feel like it in some areas. Schools are having to become increasingly creative to find the talent they need. A Department for Education (DfE) spokesperson said: “The number and quality of teachers in our classrooms is at an all-time high. “New figures show we have recruited more trainees than last year and the number of former teachers coming back to the classroom has continued to rise year after year – from 14,720 in 2011 to 17,350 in 2014. “The National Teaching Service will recruit 1500 outstanding teachers and school leaders to work in underperforming schools in challenging areas.” Mirror
The Manpower 2015 talent shortage survey showed us that 38 percent of managers can’t find the talent they need, which is the highest percentage since 2007. Salespeople, engineers, technicians, skilled-trade workers, and IT professionals are proving to be the most difficult employees to find. However, employers have known — or should have known — about these talent shortages  for some time now. At this stage, no one should be surprised by any lack of skilled candidates. Talent shortages have been the “new normal” for nigh on a decade. As a result, many employers have begun to adopt more creative, targeted hiring strategies to find the right talent in the necessary volumes. This new approach to hiring has come at a price: It has created an aggressive, frantic hiring climate, which has most likely contributed to the “bad hire” epidemic. According to CareerBuilder, rushed hiring is the main cause of bad hires. Frantic hiring often emphasizes making external hires now over developing internal staff members into the right talent over time. This leads to staff disengagement and a net reduction in performance, as studies show that externally hired workers are more expensive and perform more poorly than their internal counterparts. Recruiting harder and more aggressively in the external market is not a sustainable way to deal with talent shortages. It can lead to an unstable workforce of short tenures and bad hires. External recruitment will always play a key role in replenishing resources, a better way to address talent shortages must involve a proactive model of finding and developing existing talent within organizations. Below are some thoughts on how to achieve just that: Identify Critical Skills and Incentivize Learning You’ll need to start by identifying those critical, hard-to-find skills your business so desperately needs. Then, you’ll have to incentivize workers to develop those skills. Doing this will create a renewable stream of mission-critical skills in your business, reducing your dependency on the external talent market. There are a couple of ways you can incentivize employees to develop their skill sets in critical areas: Skill-Specific Training Budgets Offer paid training time for staff, if and only if those staff members use their training time to develop hard-to-find skills that fill shortages in your business. Skill-Specific Bonuses and Raises You can further incentivize people to develop specific skills by offering bonuses for workers when who complete projects in particular skill areas. You could also offer raises to staff members who demonstrate competencies in a needed areas. Develop a Framework to Support Internal Hiring FlowerAs mentioned above, internal hires tend to outperform external hires, so it’s a good idea to build a development-focused environment that supports internal hiring. In part, this means creating a hiring process that prefers internal applicants — even if they are a little less qualified than external applicants — and gives them the support they need to fully grow into a role. Encourage Staff Members to Make Career Changes Staff members from other departments can form an additional stream of internal talent. For example, you may find that you have several extroverted, commercially focused engineers who’d appreciate the challenge of moving into client-facing roles. When advertising internal roles, make it clear you are open to receiving applications from individuals from other departments at the organization. Encouraging employees to make slight career changes within the organization could help you find just the talent you need. Be Flexible When It Comes to Promotions and Demotions Give internal hires a safety net, so that they can move back into their old roles if they fail. Let them know that failure is okay, and that they can return to their former positions and try again in the future if they wish. This permissive approach to promotion and demotion will motivate staff members to move around the organization more freely, because it will remove the risk of being fired for poor performance, which holds so many employees back from applying for internal jobs. – By putting these measures in place, you can create a culture in your business that aims to constantly develop employees into exactly the talent you need. This will reduce your dependency on an already stressed talent market, giving you a more sustainable, “grow your own talent” strategy.   From: Recruiter