{"id":61947,"date":"2024-09-28T12:30:49","date_gmt":"2024-09-28T19:30:49","guid":{"rendered":"http:\/\/www.enxmag.com\/twii\/?p=61947"},"modified":"2024-09-28T12:30:51","modified_gmt":"2024-09-28T19:30:51","slug":"mining-for-hr-gold-dealers-share-best-kept-secrets-for-sourcing-talent","status":"publish","type":"post","link":"http:\/\/www.enxmag.com\/twii\/state-of-the-industry\/2024\/09\/mining-for-hr-gold-dealers-share-best-kept-secrets-for-sourcing-talent\/","title":{"rendered":"Mining for HR Gold: Dealers Share. Best-Kept Secrets for Sourcing Talent"},"content":{"rendered":"\n
Office technology dealers are finding it more expensive to cover payroll, but that\u2019s hardly a stop-the-presses narrative. It\u2019s a development that has touched every business segment. As if sourcing workers wasn\u2019t difficult enough, the bottom floor of wages continues to escalate.<\/p>\n\n\n\n
Quite simply, U.S. workers are earning more money, and the statistics bear this out. Real average hourly earnings increased 0.7% from July 2023 to July 2024, according to the U.S. Bureau of Labor Statistics. In fact, wages have been outpacing inflation. An NBC News report pointed out the Consumer Price Index has risen a cumulative 20.8% since February 2020 while average hourly earnings climbed 22.3% during the same period. And while unemployment rose to 4.3% in June\u2014the highest since October 2021, when it was 4.5%\u2014it\u2019s not going to register a blip in our industry or any other for that matter.<\/p>\n\n\n\n
The bulk of earnings gains have primarily benefitted low-wage earners, particularly as states have grown minimum wage rates and the Walmarts and Amazons of the business world continue to grow their ranks, fortified by $20-per-hour positions for menial labor gigs. Even as inflation continues to recede, there\u2019s little to stem the tide of escalating compensation.<\/p>\n\n\n\n
The upshot is greater competition for more skilled positions. In our State of the Industry report on hiring and retention, we asked our dealer panel to share some of the more innovative methods of sourcing and retaining quality employees. It\u2019s the value proposition that separates dealers from the general business pack, and it\u2019s incumbent upon them to communicate selling points beyond compensation.<\/p>\n\n\n\n
Deep Bench<\/strong><\/p>\n\n\n\n
Larry Weiss, Atlantic Tomorrow\u2019s Office<\/figcaption><\/figure><\/div>\n\n\n\n
If the industry has an Achilles\u2019 heel, in Larry Weiss\u2019 estimation, it would be not dedicating enough time, focus and energy on hiring. The president of Atlantic Tomorrow\u2019s Office in New York City feels constantly prospecting\/scouting for top talent is a dose of preventive medicine, as opposed to opening the resume file only after a position has been vacated.<\/p>\n\n\n\n
\u201cYou should always be looking for talent, even if you don\u2019t need it, because when the day arises and someone out of nowhere decides to leave\u2014which has happened frequently since the pandemic\u2014you\u2019ll have a deep bench of prospects,\u201d he said.<\/p>\n\n\n\n
Atlantic Tomorrow\u2019s Office uses the traditional sourcing channels, but in recent years it\u2019s enjoyed traction working with a firm called Work Better Now. The remote employee resource specialist trains near-shore talent on areas including customer service, accounting, billing and executive assistance. The beauty of Work Better Now is that it has a rigid process for ferreting out the best candidates to offer its clients\u2014at an economical price point.<\/p>\n\n\n\n
Leadership needs to constantly have conversations with their people about the work experience, personal growth and what they\u2019re looking to accomplish.<\/p>\u2013 Larry Weiss, Atlantic Tomorrow\u2019s Office<\/cite><\/blockquote>\n\n\n\n
Taking into account non-sales team members, Weiss believes it\u2019s important for his company to cultivate an optimal hybrid work environment that offers a work-life balance conducive to everyone\u2019s lifestyle. Companies that have been unable (or unwilling) to reconcile a changed work reality will find it more difficult to maintain employees, he said.<\/p>\n\n\n\n
The dealership concentrates on its two employee events\u2014the annual awards night\/employee recognition in October and the December holiday party. The most challenging aspect is incorporating remote employees in San Antonio and Buffalo who have joined the company via acquisition and ensuring they feel part of the company.<\/p>\n\n\n\n
Weiss firmly believes that none of his department leaders should be blindsided by an employee who announces their departure out of the blue. \u201cLeadership needs to constantly have conversations with their people about the work experience, personal growth and what they\u2019re looking to accomplish,\u201d he said. \u201cBy having this open dialog, if an employee has an offer from a headhunter, they\u2019ll want to at least bring it to their manager or supervisor. Maybe we\u2019ll counter-offer if we see fit. But when the employee shares it with us, that will allow us to learn what we could do to improve ourselves.\u201d<\/p>\n\n\n\n
At a time when the job market for IT, sales and marketing personnel continues to be highly contested, it behooves dealers such as Impact Networking to take an aggressive posture toward sourcing new talent. With the help of advanced and AI-driven tools such as LinkedIn Recruiter and specialized databases, the Lake Forest, Illinois-based dealer can better scout candidates with the optimal skills and background, notes Cynthia Bennett, vice president of talent acquisition.<\/p>\n\n\n\n
Identifying these candidates is only the first step, as Bennett believes the true tasks are discerning what employees seek in their careers and addressing perceived gaps in their current roles. \u201cBy adopting a consultative and personalized approach, we effectively align candidates\u2019 aspirations with our opportunities,\u201d she said. \u201cOur success stems from our commitment to differentiating ourselves through our culture, emphasis on continuous learning, and growth opportunities. We also review our compensation packages regularly to ensure we\u2019re in line with the market demands.\u201d<\/p>\n\n\n\n
We\u2019ve found that professional development is not only important to attract top talent, but also to retain them and provide them with the ongoing devolvement needed to fuel their careers.<\/p>\u2013 Cynthia Bennett, Impact Networking<\/cite><\/blockquote>\n\n\n\n
Keeping tabs on the evolving nature of compensation packages is also critical, as the dealer wants to ensure it\u2019s being equitable and competitive. The overarching thrust is to make meaningful connections with candidates and resulting employees. That human element is prioritized in every interaction, Bennett noted.<\/p>\n\n\n\n
Tenuring talent is a high priority for Impact as it seeks to lock down its valued resources. It starts with creating a positive and engaging work environment where team members feel valued and supported. Impact funnels time, talent, money and other resources into internal training via The Impact Leadership Institute (ILI).<\/p>\n\n\n\n
\u201cThe ILI follows best-in-class instructional design standards and adult learning theory to provide a range of enriching, company-wide experiences for upskilling, training and performance management\u2014all supporting our employees\u2019 ongoing learning and development,\u201d Bennett said. \u201cWe\u2019ve found that professional development is not only important to attract top talent, but also to retain them and provide them with the ongoing devolvement needed to fuel their careers. Additionally, we maintain open lines of communication to ensure we understand and address any concerns or aspirations our employees may have.\u201d<\/p>\n\n\n\n
Impact falls on the low end of the turnover range. Bennett notes the tech industry averages a 13.2% turnover rate, with the dealer checking in at 12.5%. While encouraging, Impact continues to explore new strategies and initiatives to pace ahead of national trends.<\/p>\n\n\n\n
\u201cOur commitment to improving our retention efforts remains a top priority as we strive to create an environment where our team members thrive and stay engaged,\u201d Bennett added.<\/p>\n\n\n\n
Going West?<\/strong><\/p>\n\n\n\n
One of the more interesting nuances that stem from the ability to hire and retain quality team members is the variability that exists from market to market. Even within a 100-mile geographic center, one region can be teeming with prospects while another is bereft of candidates.<\/p>\n\n\n\n
Take the case of Doing Better Business of Altoona, Pennsylvania. The $25 million performer has five other Pennsylvania locales in addition to a pair in Maryland and another in Ohio. The Keystone State, particularly in the Pittsburgh\/western region, has witnessed more than its share of Generation Z migration to Colorado and other points west, notes Debra Dellaposta, company president.<\/p>\n\n\n\n
\u201cIt\u2019s an aging population\u2014too many young people are leaving our areas,\u201d she said. \u201cThis is happening in Pittsburgh more than our other locations. Our smaller markets seem to be able to hire more quickly than the larger ones.\u201d<\/p>\n\n\n\n
Amazon is taking a huge chunk of the Pittsburgh region\u2019s employee resources. It opened a sorting center in 2020 and a delivery station earlier this year\u2014both of which onboarded more than 1,200 workers. Also, Facebook has increased staffing at its facility here.<\/p>\n\n\n\n
Despite the drain on its employee funnel, Doing Better Business resists the temptation to panic hire. Dellaposta believes taking a patient approach will yield a better quality candidate. The dealer also relies on recruiters and incents employees who refer candidates who are hired.<\/p>\n\n\n\n
\u201cBy focusing on our culture and core values, our current employees have become our biggest resource for attracting new talent to join our team,\u201d she said.<\/p>\n\n\n\n
Given the keen competition for a dwindling base of prospects, Doing Better Business takes a creative approach to its compensation packages. Team members also provide input for possible incentive programs, according to Dellaposta.<\/p>\n\n\n\n
It\u2019s an aging population\u2014too many young people are leaving our areas. This is happening in Pittsburgh more than our other locations. Our smaller markets seem to be able to hire more quickly than the larger ones.<\/p>\u2013 Debra Dellaposta, Doing Better Business<\/cite><\/blockquote>\n\n\n\n
Still, Doing Better Business has resisted the temptation to offer higher compensation plans that exceed the market. \u201cInstead, we find offering ramp-up programs that grow based on performance or training initiatives fare better,\u201d she said.<\/p>\n\n\n\n
The tight market adds increased emphasis on employee retention. Dellaposta believes the keys to nurturing employees include having an open-door policy, listening and communicating with team members and setting clear expectations. It\u2019s worked for the dealer, as turnover hasn\u2019t been an issue.<\/p>\n\n\n\n
No Stone Unturned<\/strong><\/p>\n\n\n\n
Erik Crane, CPI Technologies<\/figcaption><\/figure><\/div>\n\n\n\n
As value propositions go, CPI Technologies of Springfield, Missouri, has more than its share of talking points. CPI is a family-owned business of more than 60 years, laden with employees who boast tenure of 15, 20 and even 30 years. But as President and CEO Erik Crane can attest to, a tough job market keeps the dealer on a constant search for optimal organization fits.<\/p>\n\n\n\n
Current team members are a good source for possible additions, and Crane will never pass on the opportunity to make a connection. \u201cNetworking events provide opportunities to see possible employees in action and potentially recruit,\u201d Crane said. \u201cWe also ask every salesperson that calls on us if they\u2019re happy with their current company.\u201d<\/p>\n\n\n\n
Crane believes the employee tenure record says a lot about CPI\u2019s culture. The dealer stresses its community involvement and benefits package when courting prospective employees. However, like many dealers who wish to keep pace in the post-pandemic job market, CPI was also compelled to increase its base compensation offerings as a means to entice quality candidates.<\/p>\n\n\n\n
Emphasizing a team environment has been paramount for the dealer. It offers employee events throughout the year aimed at building camaraderie, according to Crane.<\/p>\n\n\n\n
Networking events provide opportunities to see possible employees in action and potentially recruit. We also ask every salesperson that calls on us if they\u2019re happy with their current company.<\/p>\u2013 Erik Crane, CPI Technologies<\/cite><\/blockquote>\n\n\n\n
\u201cFood trucks at the offices, golf tournaments and other fundraising events are attended by our employees to help community\u00a0engagement,\u201d he said. \u201cThe younger employees we have really like our community\u00a0involvement.\u201d<\/p>\n\n\n\n
Thanks to its strong company culture, turnover has only recently become an issue for CPI. Younger members of the IT department have been \u201ca restless group\u201d and a rash of retirements\u2014employees who\u2019d been with the organization between 21 and 35 years\u2014prompted CPI to promote from within and hire entry-level personnel.<\/p>\n\n\n\n
The running joke at NBM is that Vern Hydorn has been hiring 23-year-old account reps for 34 years. There\u2019s something to be said for onboarding salespeople at a young age; they\u2019re pliable, enthusiastic and aren\u2019t beholden to the methods more experienced account representatives may be tethered to. In other words, they don\u2019t have to unlearn ineffective or antiquated approaches.<\/p>\n\n\n\n
Moreover, the vice president of sales for the Burlington, Massachusetts-based dealer notes the company has a somewhat lackluster history in hiring reps who previously worked for the competition. Thus, Hydorn prefers to nab those candidates who have a clean slate.<\/p>\n\n\n\n
It works for NBM, as the dealer currently has nine territory reps, all in their 20s, who\u2019ve been hired since the pandemic. \u201cWe still believe in the recent college graduate, someone who\u2019s willing to knock on doors, send emails, make phone calls\u2014people who really want to be sales professionals,\u201d he said.<\/p>\n\n\n\n
While employee referrals have been a source for new hires, as have social media posts, NBM yields the best results from using online sourcing tool Indeed. Hydorn doesn\u2019t have a hand in admin and technical service hires, but he notes the company has enjoyed recent success in both of those areas. This is particularly true for techs, with recent downsizing in the manufacturer ranks helping fortify a funnel that\u2019s been woefully lacking for the industry in general. NBM is also looking to groom younger prospects who may be mechanically inclined.<\/p>\n\n\n\n
Crafting a value proposition isn\u2019t a one-size-fits-all proposition. NBM\u2019s cornerstone value is as a locally owned, privately held family-run organization, which is communicated to all candidates. Techs hired tend to have a better grasp on the industry, given their experience, and are well versed in the differences between working for a dealer and a manufacturer. The young sales reps lack a frame of reference, thus much of the talk track centers on training, mentorship and the path to promotion.<\/p>\n\n\n\n
\u201cEvery employee who\u2019s managed a sales team at NBM, including myself, started off as a salesperson,\u201d Hydorn noted. \u201cIf someone has aspirations of being a manager, they need to demonstrate being among our best salespeople over a two- to three-year span.\u201d<\/p>\n\n\n\n
Remaining competitive from a compensation standpoint is a priority for NBM, and as is the case with many dealers, the scale has grown in the aftermath of the pandemic. For sales, the dealer previously offered a base salary and guaranteed draw, but that has given way to a flat rate\u2014entry-level salespeople start at $50,000.<\/p>\n\n\n\n
We still believe in the recent college graduate, someone who\u2019s willing to knock on doors, send emails, make phone calls\u2014people who really want to be sales professionals.<\/p>\u2013 Vern Hydorn, NBM<\/cite><\/blockquote>\n\n\n\n
\u201cHad you told me 20 years ago that we\u2019d pay that much, I\u2019d say you\u2019re crazy,\u201d Hydorn remarked. \u201cBut that\u2019s the going rate for a recent college grad who wants to get into sales.\u201d<\/p>\n\n\n\n
Leaving Las Vegas<\/strong><\/p>\n\n\n\n
As a tourist destination and a hub for impulsive lovers and gamblers, few cities can stack up against Las Vegas. In terms of being a great city for taking root, raising a family and fashioning a career, this manufactured metropolis isn\u2019t for everyone. Thus, when a business such as Advanced Imaging Solutions (AIS) combs the city\u2019s ranks for quality employees, the results are often mixed.<\/p>\n\n\n\n
Rosa Solares, AIS<\/figcaption><\/figure><\/div>\n\n\n\n
\u201cLas Vegas is really an island,\u201d observed Rosa Solares, director of culture and talent management. \u201cThere aren\u2019t many surrounding cities we can pull talent from, so it\u2019s been pretty challenging. Las Vegas is a pretty transient place. People move here thinking the city is for them, but they end up moving back out pretty quickly.\u201d<\/p>\n\n\n\n
The dealer isn\u2019t beholden to the Neon City; it has branches in southern California\u2014San Diego, Corona and Palm Desert. AIS taps into California\u2019s inland counties and a host of major markets such as Los Angeles, Riverside and San Bernardino. As easy as it is to source talent in the Golden State, Las Vegas sits at the opposite end of the spectrum. Fortunately, the dealer currently only has a single position that requires filling.<\/p>\n\n\n\n
Referring job prospects who are hired can be a relatively lucrative proposition for current AIS employees. The dealer pays $2,000 for non-sales hires and $3,000 for account representatives. Solares notes the goal is to have 40% of all new hires emanate from referrals.<\/p>\n\n\n\n
Partnering with local schools has helped AIS. It works with Cristo Rey St. Viator, a Catholic-based college preparatory school, in its work-study program. It\u2019s been a worthwhile experience for the dealer and the school; Solares noted that one student worked with AIS all four years. By the time the student graduated, he was producing and editing videos for AIS as well as St. Viator. The current crop of students has been placed in AIS\u2019 application and development team, where they are working with Microsoft Power Apps.<\/p>\n\n\n\n
Job fairs are another fishing hole for AIS, even though the high-end, university-led fairs can be costly. That\u2019s what makes the work-study program an attractive alternative.<\/p>\n\n\n\n
Las Vegas is a pretty transient place. People move here thinking the city is for them, but they end up moving back out pretty quickly.<\/p>\u2013 Rosa Solares, AIS<\/cite><\/blockquote>\n\n\n\n
\u201cThe summer program offers students training in areas that aren\u2019t really taught until college,\u201d she said. \u201cThey\u2019re learning the \u20187 Habits of Highly Effective People\u2019 during their summer break, grinding away learning how to be great assets to organizations, how to contribute. It\u2019s just the confidence students at that age need. And for us, they\u2019ve filled the void in marketing, accounting and now apps development.\u201d<\/p>\n\n\n\n
Attracting and maintaining talent in Las Vegas is particularly difficult in that the dealer is vying for candidates against well-heeled casinos, where valets can make as much as $100,000 per year. AIS seeks to cultivate long-term team members by offering paid time off for volunteering. Activities committees help foster an enjoyable experience. On the professional development side, beyond the standard training, AIS supports team members who seek to increase their capabilities through attending conferences and attaining specialized certifications.<\/p>\n\n\n\n
Promoting from within and furnishing a leadership path for those who seek to enhance their contributions also help keep employees engaged and content. Solares points out that AIS has a program in place that allows non-sales personnel to qualify for president\u2019s club trips.<\/p>\n\n\n\n
West coast behemoth Pacific Office Automation (POA) has been challenged in recent years to find high-caliber individuals to join its team, but President Doug Pitassi has noted an improvement during the past three months. The pride of Beaverton, Oregon, employs roughly 1,500 workers across 11 states and is also an active player in the M&A arena.<\/p>\n\n\n\n
Given the wide swath of western states POA currently occupies, it\u2019s no surprise the dealership requires a bit of creativity and program assistance to help support its ranks. Leading the way is the Centers of Influence program of internal referrals, espoused by longtime industry sensei Mike Riordan. Incentivizing referred candidates who are later hired has been a prime sourcing method for POA. Pitassi also noted that the company\u2019s internship program has yielded many quality full-time hires.<\/p>\n\n\n\n
The IT part of our business has been growing quite well, but it\u2019s been difficult to have enough trained internal IT and unified communications personnel. The tide seems to be turning, as some of the manufacturers have been laying off personnel, and the market seems to be coming back, even for IT candidates.<\/p>\u2013 Doug Pitassi, Pacific Office Automation<\/cite><\/blockquote>\n\n\n\n
Working with community colleges is another tactic that helps snare prospects when they hit the job market. POA worked with Portland Community College to develop a vocational technical learning track, creating a tech outlet that doesn\u2019t require a four-year degree.<\/p>\n\n\n\n
Pitassi believes the industry has been taxed in finding outside technical service as well as internal IT desk support. \u201cThe IT part of our business has been growing quite well, but it\u2019s been difficult to have enough trained internal IT and unified communications personnel,\u201d he said. \u201cThe tide seems to be turning, as some of the manufacturers have been laying off personnel, and the market seems to be coming back, even for IT candidates.\u201d<\/p>\n\n\n\n
Transparency and being crystal clear in setting expectations can help mitigate employee defections. Employee reviews can yield insight, but Pitassi notes POA gets quality feedback through its consultative interviews with employees. The feedback evaluates the company and the individuals in regard to performance as well as how POA is living up to expectations.<\/p>\n\n\n\n
\u201cThe more we can communicate on that, the better it is for the work experience,\u201d Pitassi added. \u00a0<\/p>\n","protected":false},"excerpt":{"rendered":"
Office technology dealers are finding it more expensive to cover payroll, but that\u2019s hardly a stop-the-presses narrative. It\u2019s a development that has touched every business segment. As if sourcing workers wasn\u2019t difficult enough, the bottom floor of wages continues to escalate. Quite simply, U.S. workers are earning more money, and the statistics bear this out. Real average hourly earnings increased 0.7% from July 2023 to July 2024, according to the U.S. Bureau of Labor Statistics. In fact, wages have been outpacing inflation. An NBC News report pointed out the Consumer Price Index has risen a cumulative 20.8% since February 2020 while average hourly earnings climbed 22.3% during the same period. And while unemployment rose to 4.3% in June\u2014the highest since October 2021, when it was 4.5%\u2014it\u2019s not going to register a blip in our industry or any other for that matter. The bulk of earnings gains have primarily benefitted low-wage earners, particularly as states have grown minimum wage rates and the Walmarts and Amazons of the business world continue to grow their ranks, fortified by $20-per-hour positions for menial labor gigs. Even as inflation continues to recede, there\u2019s little to stem the tide of escalating compensation. The upshot is greater competition for more skilled positions. In our State of the Industry report on hiring and retention, we asked our dealer panel to share some of the more innovative methods of sourcing and retaining quality employees. It\u2019s the value proposition that separates dealers from the general business pack, and it\u2019s incumbent upon them to communicate selling points beyond compensation. Deep Bench If the industry has an Achilles\u2019 heel, in Larry Weiss\u2019 estimation, it would be not dedicating enough time, focus and energy on hiring. The president of Atlantic Tomorrow\u2019s Office in New York City feels constantly prospecting\/scouting for top talent is a dose of preventive medicine, as opposed to opening the resume file only after a position has been vacated. \u201cYou should always be looking for talent, even if you don\u2019t need it, because when the day arises and someone out of nowhere decides to leave\u2014which has happened frequently since the pandemic\u2014you\u2019ll have a deep bench of prospects,\u201d he said. Atlantic Tomorrow\u2019s Office uses the traditional sourcing channels, but in recent years it\u2019s enjoyed traction working with a firm called Work Better Now. The remote employee resource specialist trains near-shore talent on areas including customer service, accounting, billing and executive assistance. The beauty of Work Better Now is that it has a rigid process for ferreting out the best candidates to offer its clients\u2014at an economical price point. Leadership needs to constantly have conversations with their people about the work experience, personal growth and what they\u2019re looking to accomplish. \u2013 Larry Weiss, Atlantic Tomorrow\u2019s Office Taking into account non-sales team members, Weiss believes it\u2019s important for his company to cultivate an optimal hybrid work environment that offers a work-life balance conducive to everyone\u2019s lifestyle. Companies that have been unable (or unwilling) to reconcile a changed work reality will find it more difficult to maintain employees, he said. The dealership concentrates on its two employee events\u2014the annual awards night\/employee recognition in October and the December holiday party. The most challenging aspect is incorporating remote employees in San Antonio and Buffalo who have joined the company via acquisition and ensuring they feel part of the company. Weiss firmly believes that none of his department leaders should be blindsided by an employee who announces their departure out of the blue. \u201cLeadership needs to constantly have conversations with their people about the work experience, personal growth and what they\u2019re looking to accomplish,\u201d he said. \u201cBy having this open dialog, if an employee has an offer from a headhunter, they\u2019ll want to at least bring it to their manager or supervisor. Maybe we\u2019ll counter-offer if we see fit. But when the employee shares it with us, that will allow us to learn what we could do to improve ourselves.\u201d Leveraging Tools At a time when the job market for IT, sales and marketing personnel continues to be highly contested, it behooves dealers such as Impact Networking to take an aggressive posture toward sourcing new talent. With the help of advanced and AI-driven tools such as LinkedIn Recruiter and specialized databases, the Lake Forest, Illinois-based dealer can better scout candidates with the optimal skills and background, notes Cynthia Bennett, vice president of talent acquisition. Identifying these candidates is only the first step, as Bennett believes the true tasks are discerning what employees seek in their careers and addressing perceived gaps in their current roles. \u201cBy adopting a consultative and personalized approach, we effectively align candidates\u2019 aspirations with our opportunities,\u201d she said. \u201cOur success stems from our commitment to differentiating ourselves through our culture, emphasis on continuous learning, and growth opportunities. We also review our compensation packages regularly to ensure we\u2019re in line with the market demands.\u201d We\u2019ve found that professional development is not only important to attract top talent, but also to retain them and provide them with the ongoing devolvement needed to fuel their careers. \u2013 Cynthia Bennett, Impact Networking Keeping tabs on the evolving nature of compensation packages is also critical, as the dealer wants to ensure it\u2019s being equitable and competitive. The overarching thrust is to make meaningful connections with candidates and resulting employees. That human element is prioritized in every interaction, Bennett noted. Tenuring talent is a high priority for Impact as it seeks to lock down its valued resources. It starts with creating a positive and engaging work environment where team members feel valued and supported. Impact funnels time, talent, money and other resources into internal training via The Impact Leadership Institute (ILI). \u201cThe ILI follows best-in-class instructional design standards and adult learning theory to provide a range of enriching, company-wide experiences for upskilling, training and performance management\u2014all supporting our employees\u2019 ongoing learning and development,\u201d Bennett said. \u201cWe\u2019ve found that professional development is not only important to attract top talent, but also to retain them and provide them with the ongoing devolvement […]<\/p>\n","protected":false},"author":166,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[1641],"tags":[],"_links":{"self":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/61947"}],"collection":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/users\/166"}],"replies":[{"embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/comments?post=61947"}],"version-history":[{"count":4,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/61947\/revisions"}],"predecessor-version":[{"id":61954,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/61947\/revisions\/61954"}],"wp:attachment":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media?parent=61947"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/categories?post=61947"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/tags?post=61947"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
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