Being Social, TARGETjobs Breakfast News, 27 June 2013

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  • What do I mean with this headline?Well, it’s about the perception of social media among your target audience.Young people growing up with social media doesn't think of it as an isolated activity, it’s just there.In the same way we think of air and water. We just take it for granted.
  • Historically social media has been ‘owned’ by marketing, and when I ask marketing professional to describe their role as ‘social media ambassadors’ this is the image the describe. They are captains of a ship – and all other departments like HR and Sales are passengers. Out of interest, quick question for you;Does the Marketing department ‘lead’ the way with regards to your companies social media strategies? If yes, put up your hand.This is something that worries me a lot. In fact, I’ve made it my mission to try to get marketing people to understand that this is not the right approach to optimise the benefits of social media.I think that the marketing department is not being very social if this is how they behave.
  • This is the approach I am advocating.Marketing might have been the captains in the past, but today the need to hand over the rains, empower other departments; such as HR to do own their social strategy.Support/educate HR, not dictate to HR.
  • Why?Because HR battles with a unique set of social media challenges and opportunities. Here is arecent’ish example from the US. An employee at a restaurant was sharing a photo from work on social media and a customer took offence.Is this a marketing or HR issue?Do you remember the girl at HMV, in marketing, that was tweeting about how people where being fired.Was that a marketing or HR issue?
  • So, if you won’t get the support from Marketing to help you with social – I suggest you can’t hang around any more, but must go your own way.It’s time to reclaim social media for HR.
  • I work for Glassdoor. Just like Targetjobs.co.uk it’s a site jobseekers go to find new jobs, and research employers.Previously Head of Product for CareerBuilder.com here in Europe – so I have been keeping a close eye on the recruitment industry the last few years.Been writing technology trend features for Sky News for over 3 yrsRun First Tuesday, network for tech start-ups
  • My book Social Media MBA, Amaozn bestseller – 487th most popular book in the UK at its peak (of 6.2m books)The sequel is out in September, a collection of 25 case studies illustrating the best business use of social media.
  • The way we go about our daily lives has changed over the years.Looking at this illustration, one might argue that it’s not necessarily for the better, but this is just a fact we need to accept.
  • CHANGING MEDIA HABITSI’ve worked for several newspaper businesses – Daily Mail and most recently, The Head of Digital Product Development at The Times and The Sunday Times. The norm has until now been that editors decide what you read. Today, people curate their own news. Do their own research. I’m a big fan of the ZiteiPad app which CNN acquired last year, it creates a bespoke newspaper type app from any source you like.
  • CHANGING MEDIA HABITSBut it’s not just newspapers that’s effectedAll forms of entertainment are of course effected.Every year fewer and fewer people go to the cinema.I have mentioned HMV already, ironically the technology that made it possible for Poppy Rose to Tweet about her company firing people, is the same technology that caused her company to go under in the first place – internet. Online streaming. Why would I ever buy anything from HMV when I have an account with Spotify and Netflix?And talking about Netflix, how much longer do you think TV broadcasting will stay the same? Netflix commissioned the production of this TV series, House of Card. All episodes available online from day.
  • 2. ALWAYS CONNECTEDThis is a picture from your average university today. Number of Apple computers is chocking, but the point I’m trying to make here is that these kids go nowhere without their computers and smartphones.We use several screens at the same time;Have you tried Zeebox? UK start-up acquired by Sky. It’s a TV companion app, that let’s you discuss live TV with anyone that cares to join in.
  • 2. ALWAYS CONNECTED
  • 2. ALWAYS CONNECTED
  • 2. ALWAYS CONNECTEDSocial media isn’t just Facebook and Twitter.Social media as it’s most basic definition is about sharing from one to many.
  • 3. SOURCES OF INFLUENCEAnother sea change is that we now trust strangers to help us make decisions.A cloth drying rack on Argos has 54 reviews!Who doesn’t use TripAdvisor when planning a trip?I metor a start-up in the West Midlands that just secured VC funding and is now moving to Silicon Valley, their business model is about aggregating car reviews on one site to help car buyers.
  • 3. SOURCES OF INFLUENCEWhen asked what sources "influence your decision to use or not use a particular company, brand or product" 71 percent claim reviews from family members or friends exert a "great deal" or "fair amount" of influence. (Harris Interactive, June 2010)Source: From BazaareVoice http://www.bazaarvoice.com/social-commerce-statistics
  • 3. SOURCES OF INFLUENCEReviews also effects jobseekers. It’s arguably a much more important decision then booking a hotel stay which warrents a lot of research.
  • So, in conclusion;Grads today- Consume media on THEIR terms- They are ALWAYS connected- They trust reviews written by strangersOr in other words, social media isn’t social media – it’s just something that is there. Like air or water.
  • As a $4.3 billion global companySells;My interviewee;PrithviShergillChief Human Resources OfficerPartner at AccentureHCL faced problems that many large companies face – how can a business attract and hire the best talent, then once hired what can be done to ensure those employees are engaged, motivated, productive and result oriented. Asking what the latest generation in the workforce are looking for. Generation Y, or the Millennial Generation, are those workers who were born between the late 70s and early 90s, and therefore came into the workforce in the last 12 years. Generation Y are technology savvy and creative. They not only create very strong informal connects, speak their minds out, have a digital form of expression but also despise archaic systems and traditional modes of communication at workplace.  It would be clear that attracting, inspiring and working with Generation Y would take a sea change in thinking. At the same time it was vital to bring more established workers into the fold so that experience and innovations were shared both ways between different generations of workers.HCL has a large and diverse workforce. It is constantly looking to hire young talent, including a mixture of people in their mid-20s or straight from university. Given this demographic HCL wanted to use a platform that would be familiar and easy to use for them. Social media was an obvious way of attracting and, once hired, keeping those staff engaged in the business and producing at a high level.
  • WHY SOCIAL MEDIA? Value system – transparency and openness are keys to the success of HCL’s EFCS philosophy and social media enables open discussion unlike anything before it Collaboration – a business needs to be greater than the sum of its parts. To do this employees need a chance to work together without the restrictions of managers constantly breathing down their neckAcross borders – with a staff of 90,000 across dozens of countries HCL needed a single unifying platform to discuss ideas and issues Demographics – like any innovative technology business HCL needs to bring on and be inspired by the latest generation of talent. Rather than trying to crowbar young staff into an old way of doing things HCL has moved with the Zeitgeist to ensure it gets the most from new employees
  • HCL’s staff uses social networking sites to map, validate and reference check executive level candidates. This may include using LinkedIn’s validations and references, looking at previous employers and then once these preliminary checks have been done reach out to the candidates to escalate the hire.  HCL is also exploring Facebook as a platform for engaging campus hires by activating e-learning initiatives in the period between the stages when an employee is offered a job and when they start. It’s hoped this should effectively shrink time for new joiners to embark on client projects. Facebook has also proved incredible popular as a word-of-mouth tool that current employees can use to promote open positions to their friends or family. The old adage of ‘good people, bring good people’ has never been more true. Social media amplifies this and ensures that the best employees are able to attract other high quality people. MEME HCL’s internal social media network, MEME, was set up in response to the growing need to engage with employees and share the Employees First, Customers Second philosophy. While there was some initial scepticism from senior staff, the employees behind the idea set up a trial run. The sceptics sound realized that in order to yield benefits from close collaboration everyone must look at newer ways to engage these young employees and create an organisation of tomorrow. In HCL’s entrepreneurial landscape, where passion and conviction are key, the idea soon kicked off and the positive feedback was immediate. Very soon employees were forming groups around shared interests and projects. For example BlogHer, a forum on gender neutrality, was quickly set up and received incredible input from both woman and men. The group went onto help frame important changes to some of HCL’s HR policies.  At a basic level MEME looks and feel like other social networks with forums, networks for friends and colleagues, posting, tagging, pictures, document sharing and group conversations. It now also has a mobile app so even those employees working flexibly can get involved.
  • ROI
  • If you want to effectively reach job seekers and employees, you need to embrace transparency. Social job search is here- if it can be known it will be known, and people are finding it in places like facebook, LinkedIn, blogs, and services such as Glassdoor. This is a turning point where you take a deep breath and realize the knowledge of what its like working at a company will be known, it cannot be hidden, and instead of being afraid of that transparency, be brave and embrace it as an opportunity….. A new way to hire and a new way to retain top talent.If this scares you, that is okay. It was the same for hotels 13 years ago when TripAdvisor came.- But brave hotels took the time to figure out how work with it- Today it’s is one of their main drivers for new businessCompanies like Pepsi and Accenture are two of our now 700 clients that work with Glassdoor to fill their open positions.
  • So the second tip in managing your employment brand and recruiting plans in social media, you need to do is Take the good with the bad. Everyone likes a good review, but no one is perfect. As much as I wished my iPhone was perfect, it isn’t. A hotel I like, you might not like. It’s the same with jobs.But the good news is that consumers are not stupid, they won’t read one review and base their decision on that.It turns out people sort of ignore the over the top positive and the uber negative ranting like comments.We are looking for common themes and trends and how the product/service owner has responded to the feedback.Only then will we make a decision.In fact, on Glassdoor we ask those posting reviews to write both Pro’s and Con’s to encourage a more balance view.And when you as employers can tell our users about your company, you can’t just write the good stuff, you must also share what you are working on improving.People are just as skeptical of ‘perfect’ ratings as they are of low ratings.
  • Tip #3. If you want to highlight your brand and recruit top talent through social media the most important thing you can do is Fix the problem. If there is something about your company that really turns off candidates, its no longer possible to hide it… if it can be known it will be known and where it will be known is in social media. So if a workplace issue is effecting your ability to attract talent – you need to fix that problem. No point of doing anything else in SM until you fix that problem.
  • Tip 4: After fixing the problem you need to Maintain and promote the good. Is there something about your company that is particularly special? What is it that motivates your employees to wake up every day and come to work? Why should someone work for you?If there is something good about your company, through social media it will be known, and its your job to help it be known as widely as possible.Make sure that the best part of your workplace culture is highlighted online everywhere it can beincluding in your job listingscareer websitesin social mediaOn Glassdoor, for example, you can create a company profile and have your voice be heard when job seekers are evaluating coming to work for you.Or you can use free employer accounts to respond to your company’s reviews – it’s a great way to thank those who have provided great reviews or add context or provide feedback to the tougher reviews
  • Tip #5: Encourage and Engage with your employees and job seekers.Encourage:Many of you probably already have a refer a friend bonuses for your employees as part of your recruitment program, which is great.But you now need to do even more. You’ve got to find a way to empower your employees to become brand ambassadors for you and share their experiences with others. These days that means sharing them in places such as facebook, twitter or Glassdoor. Their experiences will end up in the hands of prospective employees, who will consider it as another data point in their job search process.Engage: Some employers are at the leading edge of this. Many employers are looking for ways to join the conversation.With the Glassdoor account you can add workplace photos and awards and also flag any content you see as inappropriate. It’s a great opportunity to be a part of the conversation and show you take employee satisfaction seriously.
  • Being Social, TARGETjobs Breakfast News, 27 June 2013

    1. 1. BEING SOCIAL The Riverside Room, The Institute of Engineering & Technology Thursday 27 June
    2. 2. AGENDA FOR TODAY Welcome – Simon Rogers THE ECONOMIC FORECAST Dennis Turner, former chief economist, HSBC Bank plc will deliver his regular update on the impact of the macro economy on graduate recruitment markets CARL GILLEARD – UNPLUGGED! Carl Gilleard, CEO, Association of Graduate Recruiters will take this one last opportunity at Breakfast News to reflect on what’s changed and what hasn’t during his time in graduate recruitment and development – a key element of which is, of course, the advent of social media SOCIAL MEDIA ISN’T SOCIAL MEDIA – IT’S JUST THERE! Christer Holloman, author, journalist and digital project leader, will draw upon his varied experiences of leading digital and ‘social’ project for a number of organisations to present some unique ideas about how HR / Recruitment can ‘reclaim’ social media from marketing departments and engage more naturally with existing and future employees APPLYING PSYCHOLOGY TO YOUR SOCIAL STRATEGY Tristan Moakes, Head of Digital and Creative, Work Group, will discuss how people’s motivations lead to particular behaviours, and will look at ways that will influence your social strategy
    3. 3. TARGETjobs Events are proud to host the first National Asia and Middle East Graduate Careers event Saturday 9 November 2013, University of London This new event will be inviting top international students looking to return home to work, as well as a select group of UK and EU nationals who want to work in Asia and the Middle East. All candidates wishing to attend will be pre-screened to ensure they meet recruiters criteria To find out more speak to one of our Sales team or visit www.targetjobsevents.co.uk Early bird offer book by 31 July for a 10% discount Event Partner
    4. 4. THE ECONOMIC FORECAST Dennis Turner, former Chief Economist, HSBC Bank plc
    5. 5. Creeping slowly upwards -6.0 -4.0 -2.0 0.0 2.0 4.0 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 % QUARTERLY ANNUAL Long-term average
    6. 6. Keep an eye on inflation -2 -1 0 1 2 3 4 5 6 2009 2010 2011 2012 %changemonthonmonth CPI RPI Target Range
    7. 7. ……………..easing is important -2 -1 0 1 2 3 4 5 6 2009 2010 2011 2012 2013 %changemonthonmonth CPI RPI Target Range
    8. 8. It ensures interest rates stay low 0 1 2 3 4 5 6 7 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 % Forecast
    9. 9. …and sterling remains competitive 1.4 1.5 1.6 1.7 1.8 1.9 2.0 2.1 2005 2006 2007 2008 2009 2010 2011 2012 2013 $/£ 1.0 1.1 1.2 1.3 1.4 1.5 €/£ Sterling weaker US$ / £ (L axis) euro / £ (R axis)
    10. 10. Exports the way forward -5 -4 -3 -2 -1 0 1 2 3 4 5 2009 2011 2013 2015 2017 %ofGDP -12 -9 -6 -3 0 3 6 9 Annual%change BALANCE OF PAYMENTS DEFICIT (LHS) Annual export growth (% RHS) Annual import growth (% RHS)
    11. 11. BUT…….
    12. 12. UK businesses facing the wrong way 0 20 40 60 200820031998 % 0 20 40 60 % Western Europe Central & Eastern Europe BRIC (Brazil, Russia, India, China) Euro Area southern fringe (Greece, Spain, Italy, Portugal) Share of UK exports (goods & services):
    13. 13. EUROPE THE BIG WORRY
    14. 14. Getting the debt down 50 60 70 80 90 100 110 120 130 Euro Area France Germany Italy %ofGDP 50 60 70 80 90 100 110 120 130 %ofGDP 2009 2010 2011 2012 2013 2014
    15. 15. Getting the debt down 50 60 70 80 90 100 110 120 130 140 150 160 Greece Portugal Spain Belgium %ofGDP 50 60 70 80 90 100 110 120 130 140 150 160 %ofGDP 2009 2010 2011 2012 2013 2014
    16. 16. Imbalances: the key to debt -250 -200 -150 -100 -50 0 50 100 150 200 250 2003 2004 2005 2006 2007 2008 2009 2010 2011 €bn,annualtotals -250 -200 -150 -100 -50 0 50 100 150 200 250 €bn,annualtotals Germany Ireland Italy Spain Greece Portugal Current account balances
    17. 17. ECB now behaving like a central bank 0 100 200 300 400 500 600 700 800 900 1000 Jan-09 Aug-09 Mar-10 Nov-10 Jun-11 Jan-12 €billions Long-term refinancing operations Securities Markets Programme
    18. 18. All sticks and no carrots 2010 2011 2013 2014 2012 -8 -6 -4 -2 0 2 4 6 % -8 -6 -4 -2 0 2 4 6 % Euro Area Greece Portugal Spain GDP growth
    19. 19. But UK outlook still positive -6.0 -5.0 -4.0 -3.0 -2.0 -1.0 0.0 1.0 2.0 3.0 2007 2008 2009 2010 2011 2012 2013 2014 % QUARTERLY ANNUAL Long-term average Forecast
    20. 20. But UK outlook still positive 2013 2014 Consumer spending on the move (64%) 0.9% 1.2%
    21. 21. But UK outlook still positive 2013 2014 Consumer spending on the move (64%) 0.9% 1.2% + Investment starts to recover (15%) 1.4% 4.9%
    22. 22. But UK outlook still positive 2013 2014 Consumer spending on the move (64%) 0.9% 1.2% + Investment starts to recover (15%) 1.4% 4.9% + Government cutbacks start to bite (24%) 0.3% -0.5%
    23. 23. But UK outlook still positive 2013 2014 Consumer spending on the move (64%) 0.9% 1.2% + Investment starts to recover (15%) 1.4% 4.9% + Government cutbacks start to bite (24%) 0.3% -0.5% + Exports start to accelerate (30%) -0.5% 3.9%
    24. 24. But UK outlook still positive 2013 2014 Consumer spending on the move (64%) 0.9% 1.2% + Investment starts to recover (15%) 1.4% 4.9% + Government cutbacks start to bite (24%) 0.3% -0.5% + Exports start to accelerate (30%) -0.5% 3.9% - Imports lag (32%) -1.5% 2.3%
    25. 25. But UK outlook still positive 2013 2014 Consumer spending on the move (64%) 0.9% 1.2% + Investment starts to recover (15%) 1.4% 4.9% + Government cutbacks start to bite (24%) 0.3% -0.5% + Exports start to accelerate (30%) -0.5% 3.9% - Imports lag (32%) -1.5% 2.3% = GDP (100%) 1.0% 2.1%
    26. 26. THANK YOU
    27. 27. CARL GILLEARD – UNPLUGGED! Carl Gilleard, CEO, Association of Graduate Recruiters
    28. 28. THREE IMPORTANT YEARS • 1989- year I entered graduate recruitment • 1998- year I joined AGR as Chief Executive • 2013- the year I saw the light
    29. 29. A FEW MORE FIGURES… • 86 universities visited • 16 countries visited • 3500 media interviews • 75 TV and radio performances • 1 million miles travelled on business • 2 years spent in hotel bedrooms (over 600 different bedrooms)
    30. 30. REFLECTIONS • Some things change • Some things don’t
    31. 31. WHAT’S NOT CHANGED? • The war for talent • Churn (of professionals in the sector) • What graduates look for • The importance attached to the employer brand • Fluctuations in the graduate market
    32. 32. FLUCTUATIONS IN THE GRADUATE MARKET Figure 1.1: Graduate vacancy changes at AGR employers 2000 to 2013 (predicted) – Percentage increase or decrease on previous year (varying bases)
    33. 33. WHAT HAS CHANGED? • A lot more graduates (but not a lot more jobs) • Globalisation of the market (borderless recruitment) • Greater emphasis on ROI • Reluctance to take risks • Expectations have risen • A market has been created in HE • Much more emphasis on employability in universities • Gen Y • Helicopter parents • Impact of technology • Use of social media • End of a ‘job for life’
    34. 34. WHAT’S TO COME? • More diversity in routes to careers • More use of networking in recruitment • Growth of jobs in the SME sector • Yet more competition for the top talent • Demographic shifts in the workforce • Demise of the degree classification system
    35. 35. FRUSTRATIONS • UK graduates generally do not perform as well as overseas graduates • The tick box mentality • The curriculum on our schools is not fit for the 21st century world • Appalling state of careers guidance provision in schools • Unacceptable levels of youth unemployment in the European Union • The lack of real value that some businesses place on the graduate recruitment and development functions • The graduate template – too narrow, too regimented, no room for people who don’t fit the mould
    36. 36. BEST BITS • The people I have worked with • Making a difference • Speaking on behalf of the sector • To have a voice/ an influence on employer practices, government and higher education • AGR’s election manifesto and ‘Graduate Success’ • The giant strides that universities have made to embrace employability
    37. 37. FINALLY As one door closes, another one opens…
    38. 38. SOCIAL MEDIA ISN’T SOCIAL MEDIA – IT’S JUST THERE! Christer Holloman, author, journalist and digital project leader
    39. 39. • Picture – ‘Going your own way’
    40. 40. Social Media Isn’t Social Media
    41. 41. Social Media Isn’t Social Media
    42. 42. Social Media Isn’t Social Media A. UNDERSTANDING HOW TALENT MAKES DECISIONS B. CASE STUDY: HCL – HOLISTIC TAKE On SOCIAL MEDIA FOR HR C. TOP TIPS: BEST PRACTICE
    43. 43. a. UNDERSTANDING HOW TALENT MAKES DECISIONs: - Changing media habits - Always connected - Sources of influence Social Media Isn’t Social Media
    44. 44. 12 hours Time uni students spend each day with digital media Social Media Isn’t Social Media
    45. 45. 18% Social media now accounts for 18% of time spent online Social Media Isn’t Social Media
    46. 46. Social Media Isn’t Social Media
    47. 47. 71% Say reviews from family members or friends exert influence when deciding to use or not use a company, brand or product. Social Media Isn’t Social Media
    48. 48. 74% Of job seekers say they are very likely to read employee reviews before accepting a job offer. Social Media Isn’t Social Media
    49. 49. a. UNDERSTANDING HOW TALENT MAKES DECISIONs: - Changing media habits - Always connected - Sources of influence Social Media Isn’t Social Media
    50. 50. b. CASE STUDY: HCL – HOLISTI C TAKE On SOCIAL MEDIA FOR HR - Who - Why - How - ROI Social Media Isn’t Social Media
    51. 51. • HCL website
    52. 52.  VALUE SYSTEM  COLLABORATION  ACROSS Borders  Demographics Social Media Isn’t Social Media
    53. 53. mid/senior hires = Linkedin entry level hires = Facebook & twitter 1 2 Social Media Isn’t Social Media MEME - Idea geneation - Efficiencies - Engagment - Beyond work
    54. 54. Pay per click more cost effective Market mapping and targeting, easier and more accurate 28k to 75k active users in 2 yrs (of 90k) 2k+ groups, 4k comments, 1k photos 12,500 ideas, 2,200 implemented = $102m In revenue CEO on twitter @vineetnayar Social Media Isn’t Social Media
    55. 55. b. CASE STUDY: HCL – HOLISTI C TAKE On SOCIAL MEDIA FOR HR - Who - Why - How - ROI Social Media Isn’t Social Media
    56. 56. c. Top tips: best practice 1. Don’t be afraid 2. Take the good with the bad 3. Fix the problem 4. maintain& promote 5. encourage & engage Social Media Isn’t Social Media
    57. 57. 66 BEING SOCIAL Social Media Isn’t Social Media 1. DONT BE AFRAID
    58. 58. 67 BEING SOCIAL Social Media Isn’t Social Media 2. TAKE THE GOOD WITH THE BAD
    59. 59. 68 BEING SOCIAL Social Media Isn’t Social Media 3. FIX THE PROBLEM
    60. 60. 69 BEING SOCIAL Social Media Isn’t Social Media 4. MAINTAIN & PROMOTE THE GOOD
    61. 61. 70 BEING SOCIAL Social Media Isn’t Social Media 5. ENCOURAGE & ENGAGE
    62. 62. c. Top tips: best practice 1. Don’t be afraid 2. Take the good with the bad 3. Fix the problem 4. maintain& promote 5. encourage & engage Social Media Isn’t Social Media
    63. 63. Social Media Isn’t Social Media 1. UNDERSTANDING HOW TALENT MAKES DECISIONS 2. CASE STUDY: HCL – HOLISTIC TAKE On SOCIAL MEDIA FOR HR 3. TOP TIPS: BEST PRACTICE
    64. 64. Q&A contact@holloman.info @holloman 73
    65. 65. APPLYING PSYCHOLOGY TO YOUR SOCIAL STRATEGY Tristan Moakes, Head of Digital and Creative, Work Group
    66. 66. What are you doing now? 1. Response handling 2. Job/event bulletin board 3. Talent sourcing 4. Content marketing 5. Relationship building 6. Reputation monitoring
    67. 67. You want them to think that you are a great employer
    68. 68. What do you want them to do? • ‘Like’ your page / follow your Twitter feed • Comment on your updates • Share or ‘like’ your updates • Post questions on your wall • Connect with you on LinkedIn • Enter a competition
    69. 69. Why should they care?
    70. 70. People respond to incentives
    71. 71. A tale of two students
    72. 72.  About the application process  Updates from your current grads  Dates you’re on campus  Training opportunities  Company updates  Answering her questions Gemma
    73. 73. But what about Dan?
    74. 74. Educate Entertain Inspire
    75. 75. Educate
    76. 76. Inspire
    77. 77. INTEL Entertain
    78. 78. Final thoughts • Know your audience • Be interesting, inspiring, useful or entertaining • Use your current employees • Balance the rational with the emotional • Ask the question “Why should they care?”
    79. 79. Get in touch Tristan Moakes tristan.moakes@workcomms.com www.workcomms.com @tmoakes
    80. 80. Don’t miss out – deadlines almost here
    81. 81. SAVE THE DATE The next TARGETjobs Breakfast News is Thursday 12 September

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