Small Business Hiring Guide | CareerBuilder


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Whether you want to build your reputation as a top company to work for, bring in a better quality of applicants, or simply create a more time- and cost-efficient hiring process, this book is for you, the small business owner.

Let Small Business Seeks Big Talent be your guide to attracting and retaining your company’s number one asset, your employees.

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Small Business Hiring Guide | CareerBuilder

  1. 1. 2
  2. 2. CONTENTSTABLE OF CONTENTS3 Using This Book4 The Importance of Continuous Recruiting6 Applying the Methods of Continuous Recruiting7 Getting the Right Talent at the Right Price8 7 Habits for Highly Effective Job Postings10 Best Practices for Screening Candidates12 Interviews: Do this, Not that14 Avoiding Cliché Interview Questions16 The Importance of Onboarding18 Top Takeaways19 ADDITIONAL RESOURCESUsing this BookMark Twain was wrong. There are three certainties in life: death, taxes, and the realitythat, no matter the size, industry or location, your company’s success depends on thequality of your employees.Whether you want to build your reputation as a top company to work for, bring in abetter quality of applicants, or simply create a more time- and cost-efficient hiringprocess, this book is for you, the small business owner.Let Small Business Seeks Big Talent be your guide to attracting and retaining yourcompany’s number one asset, your employees. 3
  3. 3. The Importance of Continuous Recruiting How often has an immediate and frantic need to hire led to a regrettable hiring mistake? How much money goes down the drain in lost productivity when hard-to-fill positions remain open? While you may not be concerned about the possibility of hiring right this moment, the reality is that sometimes, for any number of reasons, the need to hire arises with no warning — and no prospects in sight. What would you do if your top employee walked out today? Historically, when small businesses had hiring needs, they would put an ad in the local newspaper, post a job on the Internet, visit a career fair or ask for employee referrals, then simply wait for the candidates to flow in. This reactive approach is no longer sufficient. Small businesses especially need a new, more proactive approach: Continuous recruitment. Continuous recruiting assures small businesses that whenever they’re ready to hire — be it a month, six months or even a year down the road — they’re hiring the right people with the right skills and the right attitude. By the time you wait to hire, it’s already too late.” “By the time you wait to hire, it’s already - Sanja Licina, Ph.D. | Senior Director of Talent Intelligence, CareerBuilder too late,” says Sanja Licina, CareerBuilder’s senior director of talent intelligence. Companies that wait until there’s an open position to start the hiring process must deal with the consequences of costs associated with time-to-hire and4
  4. 4. lost productivity – and small businessesespecially can’t afford those losses.A 2012 PNC survey found that In A Nutshell: Three Major Benefits of45 percent of small- and medium-sized businesses say their laborrequirements are higher thanin the recent past. Building a talent Continuous Recruiting Cpipeline through continuous recruiting, Rec ruiting ontihowever, can help combat a potential labor Save time and money associated with hiring. In a recentshortage, that would otherwise leave jobs CareerBuilder survey, 72 percent of employers who recruit year-round nuousunfilled, cripple production capabilities and say it reduces their time-to-hire, with 41 percent stating it has shaved offslow down much-needed revenue. at least three weeks on average. Another 41 percent of employers whoIn addition to saving you time and money, continuously recruit say it lowered their cost-per-hire, with 22 percentcontinuous recruiting enables you to citing a savings of $1,000 or more per hire.better compete with larger employers fortop talent. Think about it: If you’ve made 72% of 41% ofthe effort to stay front-of-mind with job employers employersseekers, who do you think they’ll turn to first who recruit who continuouslywhen they decide to apply? Not the larger year-round say recruit say it it reduces their lowered theiremployers who rely on their brand alone time-to-hire cost-per-hire,to draw in applicants. Today’s in-demandcandidates want to be treated as such, sokeeping in touch with candidates is crucialto winning them over, staying top-of-mind 41% of 22% of employerswith them and selling them on the benefits state it has employersof working for your small business. cited a savings of shaved off at least $1,000 or more three weeks onKeep in mind, too, that continuous recruiting per hire averagealso refers to your current employees.Research shows that employees tendto leave organizations following times of Compete with larger employers for top talent. Staying front-of-economic or organizational change, and mind with top candidates is key to staying competitive – regardless of theemployers are already seeing signs of size of your company. Connect with candidates at every opportunity to staythis phenomenon today: A recent on their radar and sell them on the benefits of working for your company.CareerBuilder survey showedthat 40 percent of employers That way, by the time they’re ready to apply, they’ll come to you first.worry about losing workersas the economy improves. Generate more employee referrals. As the number one source ofThe efforts you as a small business make external hires, according to a 2012 CareerXRoads survey, employeenow to engage your current employees will referrals cut down significantly on costs associated with recruiting andnot only help you retain them as the job hiring mistakes. Don’t forget about engaging your current employees,market opens up, but also compel them to too. They might just be one of your best assets when it comes torecommend you as an employer of choice recruiting new prospective employees.
  5. 5. Applying the Methods of Continuous Recruiting We’ve just discussed the virtues the ones that enable you to connect with of continuous recruiting. Now employees on a regular basis. (For example, comes the application process. do not set up a Facebook page for your Fortunately, small businesses today have company for the sake of being on Facebook. more opportunities than ever to connect If you do not have the time to engage with with and engage candidates. In addition job seekers on it, it will not only be a wasted to using job boards and employee effort, but it could also turn many candidates referral systems, social media and mobile off for good.) Whatever method you use to technologies provide a (surprisingly cost- connect with job seekers, the engagement effective) way for companies to connect factor must always be there. with job seekers in real time. These technologies have leveled the playing field for small businesses who want to In addition to using job boards and get their name out in front of job seekers and engage with them the way larger employee referral systems, social businesses do. Companies of any size can create a Facebook page or Twitter account, media and mobile technologies enabling them to have real-time open provide a (surprisingly cost- conversations with job seekers. They can also post recruitment videos on YouTube or effective) way for companies to discuss company culture on their company blogs, in addition to other opportunities for connect with job seekers in real-time. social media engagement. Yes, continuous recruitment is an investment And with more job seekers using their of your time and effort. Consider how much mobile devices to search for jobs, small time, money and frustration you will save if businesses can take advantage of text alerts you already have a pool of qualified, relevant to notify job seekers of new opportunities and interested applicants on hand once a or upcoming job fairs. Again, these are just hiring need does open up. Additionally, you a few of the avenues through which small will end up with a better quality of people, businesses can keep job seekers engaged turning out a better quality of product and and interested in their companies. service.  Simply put, the effort you put in now While there are many ways by which you to recruit for the future is one of the best can go about engaging candidates, stick to investments your company will ever make.6
  6. 6. Getting the Right Talentat the Right Price C Rec ruiting ontiWhat’s a star performer worth it is also crucial in attracting and retaining nuous— and why should you care? your best employees. If your companyWell, as it turns out, compensation doesn’t know the right compensation for acan be the single largest expense for particular position, how can you competesmall businesses; however, many small for an employee? In addition, if employeesbusinesses don’t have a real strategy find out that your company doesn’t realizearound their compensation. Have you its true worth, they’re not going to stickthought about the factors influencing your around for long.compensation? How much is a great new As a small business, it’s important to stayhire “worth”? How about your company’s on top of compensation trends. Whilebest employees? you might not always be able to match larger companies in terms of salary, youHaving the most accurate, can compensate employees in otherfresh, and complete ways. For example, employees might findcompensation information the ability to take on more interestingenables your company to: projects, work flexible schedules or have more autonomy equally as important as Optimize your salary budget a paycheck. Employees today want work Attract and retain the best people that’s meaningful and to be recognized for at the right price their efforts. If you can offer compensation benefits beyond just a paycheck, you can Keep up with the latest compete with any organization for top talent. compensation trends Manage compensation during times of change Reduce turnoverIt’s smart to start thinking about thefactors important to you in determiningcompensation — compensation is not onlya big expense to businesses of all sizes, but 7
  7. 7. SEVEN It’s official: job boards are second only to employee referrals as the top resource for job seekers. According to a 2012 Career Xroads study, 20.1 percent of companies’ external new hires credited job boards with their finding the job posting. Habits of While that’s good news for recruiters and hiring managers who are posting jobs on the more highly trafficked job boards, this isn’t necessarily an “if you build it, they will Highly come” situation. The sad truth is, some job postings just perform better than others, and it doesn’t always have to do with the job itself. Job advertisements are just that: advertisements designed for the sole Effective purpose of capturing the attention and interest of the job seeker. Keeping that in mind, here are a few things Job — must haves, if you will — to make your job postings stand out and bring in more applicants. 1. Specific job titles. Unless you’re hiring someone for your Bon Postings Jovi cover band, do not advertise for a “rock star”. In fact, there’s nothing “rock star” about putting the term “rock star” in your job posting title. Not only is the term cliché, but you’d be hard pressed to find any job seeker who would actually use the term “rock star” to search for a job. The same applies for “rainmaker” or “visionary”. In fact, if you want to be seen by more job seekers and come up in search results, the more you need to think like a job seeker and include terms for which they would be searching. 2. A ‘Must haves’ category. According to a recent CareerBuilder study, two out of three job seekers have applied to a job for which they aren’t fully qualified – and if your job posting reads like a page out of the phone book, it’s no8
  8. 8. wonder. Short on time and attention, job they add video to their job postings.seekers are likely only skimming yourad for key words while ignoring other 6. Keywords.essential information. Make sure job The more keywords your job posting FAST FACTS: JOB POSTINGSseekers know what the deal-breakers are contains that are relevant to the positionby creating a short, three- to five-item list – and that job seekers might use to searchof “must-have” qualifications (such as years for jobs – the easier it is for search enginesof experience, educational degree, etc.) to find it, and the higher it will appear in organic search results. Look at your 20.1 percentthat stand out and help job seekers assess job posting and consider where you can of companies’if they’re truly qualified for the job. 20.1% external new substitute key words that a job seeker hires credited3. Bullets. might use to search for the position.  job boards withUtilize bullets wherever possible to list (Instead of saying, “The person in this their findingthings like required skills, the roles of position will be required to…” for example, the job posting Effthe job, and company benefits. Don’t go say, “The marketing manager will be ective J oboverboard, however. A long list of bullets required to…”) Just don’t let the posting Postings 24%is just as ineffective and daze-inducing as a get so bogged down with keywords that of job seekers saidcontinuous block of text. you lose the message – or all control of failure to include a salary range was a major normal human language skills.4. Compensation and benefits. source of aggravationAccording to a recent CareerBuilder 7. An answer to the question,survey, 24 percent of job seekers said “What’s in it for me?” 13 to 21 percentfailure to include a salary range was When writing your job posting, approach ita major source of aggravation. At the from the job seeker’s perspective. In other words, consider what people stand to gain increase in applications whenvery least, let the job seeker know that company logos or slogans areyou understand pay is a vital piece of by coming to work for your small business placed in the job postinginformation by having a benefit statement and talk about that. Don’t just talk aboutsuch as: “Great pay—higher than industry the responsibilities the job will require ofaverage, commensurate upon experience, them – talk about the opportunities the Job postings with videobonuses paid each quarter, opportunities job will afford them. For instance, perhaps icons are viewedfor additional commissions.” your company provides opportunities for5. Graphics. workers to pursue their passions and make an impact. Make sure job seekers know 12% more than postings without videoWherever possible, include company that. Whether you choose to communicatelogos or slogans in the job posting, which that message through employeecan increase applications by 13 to 21 testimonials, a listing of the best places to CareerBuilder customers receive apercent, as well as links to any recruitment work awards you’ve won, or as the openingvideos you might have.  According toCareerBuilder internal data, job postingswith video icons are viewed 12 percent statement to your job posting, a truly effective job posting answers the question, “What’s in it for me?” 34% greater application rate when they addmore than postings without video. On video to their job postingsaverage, CareerBuilder customers receivea 34 percent greater application rate when 9
  9. 9. Best Practices for Screening CandidatesDefine your key criteria/Keep questions simple/Be as specific as possible/Customize questions to the job/Beconsistent/Establish a standard method for reviewing and scoring the questions/Accept screening for what it is10
  10. 10. Screening questions, posed to the job Specific screening questions make question you ask is pertinent to the jobseeker at the time of initial application, it more difficult for candidates to for which the candidate is applying andare used to rank an applicant’s fib. For example, instead of asking a doesn’t leave applicants wondering,qualifications and automatically candidate how competent he or she is “Why are they asking me this?” When inremove unqualified job seekers from with PowerPoint, ask if he or she has doubt, consult a lawyer or visit SHRM.orgconsideration. (Don’t confuse them ever used PowerPoint to complete for the most current informationwith other forms of screening and an assignment. By asking a very regarding updates to ADA, FMLA,assessment tools that typically come specific question, you are able to more Drug Free Workplace Act, EEO andlater in the hiring process.) When used accurately assess the candidate’s ability Affirmative Action regulations.effectively, screening questions can help to meet requirements for the job.hiring managers eliminate or “screen Establish a standardout” candidates who do not meet the Customize questions to the job method for reviewing and Because every candidate and every scoring the questionsminimum job requirements. Use the position is unique, it is important to tailor A standardized scoring and reviewfollowing tips to increase both the the pre-screening questions to each process has two main advantages:efficiency of the screening process and position. For example, if you are hiring a It provides hiring managers with athe quality of the candidate pool. truck driver, the most important question way to view the results of the pre-Define your key criteria might be, “Do you have a valid and clean screening process, which providesBefore starting any pre-screening CDL license?” The same organization a solid foundation for makinginitiative, it is critical to systematically hiring for an accountant is going to want effective decisions, and it provides documentation for the pre-screening Candida tesdefine the key criteria required for to remove this question and replace it Scr een ingcandidate success. After all, you can’t with, “Do you have your CPA?” process. Documentation is importanthire people who have what it takes because it can later provide insight intounless you first define what “it” actually the effectiveness of your Such criteria include minimumqualifications, experience levels, When used effectively, Accept screening for what it is screening questions can Screening does have limitations and,required skills and competency models, like anything else in the hiring process,among others. help hiring managers is not a perfect tool. Look at screeningKeep questions simple as a method for removing the bottomAsk as few questions as possible. The morehoops a candidate must jump through eliminate or “screen out” half of the applicant pool, not sorting the top half. Prescreening is mostto apply, the less likely they are tocomplete the application process. If candidates who do not effective as part of a strategic process that includes behavioral assessmentsyou’ve defined your key criteria, you canhone in on these non-negotiables for meet the minimum job and interviews designed to “screen in” applicants who pass through the firstyour screening questions, and save thequestions about soft skills, motivation requirements. gates in the hiring process.and attitude for the interview. Be consistentBe as specific as possible It should go without saying that pre-Candidates are more likely to stretch screening questions be legal and non-the truth when answering questions discriminatory. The best way to ensurefrom a computer than in person. legal defensibility to make sure every 11
  11. 11. Interviews : Look beyond interview skills/ Gather information during the interview/Ask about past behavior/Get the information you need up front/Consider experience and technical skills/Ask the same questions of every candidate Mistake a good interviewer for a good candidate/Evaluate information during the interview/Ask about potential behavior/ Give the milk away for free/Consider ONLY experience and technical skills/Apply the above rule to follow-up questions12
  12. 12. DO Do This: Do This: Look beyond interview skills. Get the information you need up front. Not That: Not That: Mistake a good interviewer for a good Give the milk away for free. Ask theTHIS, candidate. Today’s job seekers are more questions first, then talk about the job and sophisticated than they used to be: They the company. Start by coaching candidates know what interviewers want to hear.  through the interview process, explaining Just because a person is good at telling the format and communicating that there an interviewer what he or she wants to will be time for questions at the end. ButNot hear doesn’t necessarily make them right don’t lead them by talking up front about for the job in question. the job and the organization, which enables them to give you the answers they know you want to hear. Remember, what you say Do This: and when you say it matter.That. Gather information during the interview. Not That: Do This: Evaluate information during the interview. Consider experience and technical skills. The old adage “Hindsight is 20/20” applies here. Use the interview process as a time Not That: to gather information about your subject. Consider ONLY experience and technical Wait until after the interview to assess skills. While experience and technical your candidate, when you have more skills are important, cultural fit is just as clarity of mind and can be more objective. crucial. When interviewing candidates, consider which skills are needed to round out the team, which skills will work Do This: best with the manager, and which skills Ask about past behavior. will work best for your organization’s Not That: customers. Also, be sure to consider the Inte rvi ew ing Ask about potential behavior. Asking skills you’re willing to train them on, so about specific past behavior will give you you don’t waste time asking about those. the most accurate predictor of future In short: Hire for cultural fit as well as behaviors – and the more recent, the skills and competencies. better.  A question that begins with “Tell me about a time when…” for example, is Do This: much more predictive than, “What would Ask the same questions of every candidate. you do if…” which tends to lead candidates to say what they think you want to hear, Not That: rather than give a real-life example that Apply the above rule to follow-up provides insight into their skills, personality questions. If you don’t ask the same and work ethic. questions of every candidate, not only are there potential legal ramifications, but it also prevents you from accurately evaluating candidates against each other. 13
  13. 13. Avoid Cliché “What’s your greatest weakness? Well, as an interviewer, it starts with asking this question. The strength/weakness question is just one of many that have become somewhat of a cliché. While there may be a certain comfort in relying on the “standard” interview questions, they serve very little purpose anymore. Job seekers today are so used to hearing them, they often already know what hiring managers want to hear and have stock answers to these questions, making it harder for interviewers to properly assess them. The solution? Get the information you want — and a fresh perspective — by taking a new twist on an old standard. Cliché: ”Tell me about yourself.” Time is short. Why not just get to the point? What do you want to know, anyway? Ask. New Twist: Think about what you want candidates to tell you about themselves.  Their volunteering habits? “You mention your affiliation with Habitat for Humanity. Can you tell me more about that experience?” The project written about in their cover letter that generated Get the information you want — and a fresh perspective $500,000 in revenue? “What was one critical component in the creation of ABC — by taking a new twist on an old standard. project that you had responsibility in bringing to fruition?” A candidate’s desire to switch from law to health care? “Can you describe the moment or point in time when you knew you wanted to become a hospital administrator?”14
  14. 14. Interview QuestionsCliché: ”What is your biggest strength/ prospective employees.  Again, it’s vague.weakness?” This question begs for You ask candidates to be specific in thefabrication. When it comes to strengths, achievements they describe on their resume,people tend to answer in terms of how so why don’t you be more specific as well?they’d like to see themselves — not New Twist: What piqued your interestnecessarily as they are. Alternately, asking from the accomplishments listed on thefor a candidate’s biggest weakness will candidate’s resume? Try rephrasing thisonly result in an answer that’s twisted to question with, “What are you most proudmake it appear as a strength. Does “I’m of from the X campaign, and why?” Youa perfectionist” or “I’m sometimes too could follow up with a question like, “Whatambitious for my own good” ring a bell? would you do differently next time toNew Twist: Ask for a candidate’s make the campaign more successful?” orstrength/weakness, but follow up with, “How did this success spark ideas for your“Can you give me an example of a situation next project?” This frames the questionin which you’ve displayed this strength/ in a more positive light, and enables theweakness? How did it help you with this candidate to talk in-depth about a projectproject?/ What did you learn from this?” or accomplishment he or she is proud of and passionate about.Cliché: ”How would your last boss Inte rvi ew ingdescribe you in five words?” This is actually Cliché: ”Where do you see yourself ina great question… to ask a candidate’s five years?” Yet another question that begsreferences. But a candidate can’t objectively for fabrication. Candidates barely knowspeak to how others perceive them. what they want for tonight’s dinner, let alone in the next five years… but they DONew Twist: Ask a question that gives the know what you want to hear.candidate an opportunity to display growth.“If I asked you to describe yourself going New Twist: Get a feel for whereinto your last job, what would you say? How candidates’ heads are now, while stillwould that description be different now?” learning more about what they hope to achieve.  “What is the first thing you want to accomplish with this position?” or “WhatCliché: ”Describe a situation in which most excites you about this potential job role?you have overcome a challenge or How do you see this being different than yourseen a project to its conclusion.” This previous position?”question gets the internal eye roll from 15
  15. 15. The Importance of Onboarding Onboarding: What it is, why it matters It’s estimated that 46 percent of newly- hired employees fail within 18 months, according to a 2009 study by Leadership IQ. An effective employee onboarding program ensures new hires have the resources and guidance they need to succeed at your organization long-term. In effect, onboarding programs reduce costs associated with turnover and on- the-job mistakes due to lack of training. They also save co-workers and supervisors time training the new employee, thereby increasing production. “Transitions are periods of opportunity, a chance to start fresh and to make needed changes in an organization. But they are also periods of acute vulnerability, because you lack established working relationships and a detailed understanding of your new role,“ writes leadership expert Michael Watkins in his acclaimed book The First 90 Days. 46% of newly-hired employees As Watkins points out — and as talent management experts have long asserted — fail within 18 months employee onboarding, the orientation or mainstreaming process of a new position, is a crucial element in both individual and organizational development and establishes a foundation for future success.16
  16. 16. OnBoarding: An Action PlanCreate a written plan of keys and, if possible, business cards. Makeemployee objectives and sure the phone and computer, completeresponsibilities. with voicemail and email accounts, areA written plan detailing objectives, strategy set up. Leave a copy of an organizationaland expectations of future results helps chart, staff list, and phone directory on thediminish any confusion about a new new hire’s desk.employee’s job functions and opens the doorto discuss concerns or new opportunities. Create some fun. The first day is always tough. Vary the firstHave all relevant day’s schedule by including less formalpaperwork ready. gatherings between meetings. Arrange forMake sure all administrative forms — a group of staff members to treat the newsuch as employment, direct deposit, and hire to lunch on the first day to provide abenefits — are ready to be completed little non-meeting relief and levity.on day one so you don’t have to wastetime dealing with it later, and so that Clarify the company culture.your employee can start getting these Again, to avoid future confusion (orimportant matters taken care of right away. embarrassment), provide the employee with company information, policies —Introduce the new hire including dress code and late policiesto the company. — and benefits. If your organization has aProvide staff members with the new new employee handbook, leave that onemployee’s résumé and job description the desk as well.and advise them to follow a meetingformat that includes sharing a description Think beyond the first few days.of their own positions, ways in which During the first 90 days, it is crucial thattheir roles interact with that of the new you check in regularly with the newhire, and how they might expect to work employee — one-on-one, on a weekly ortogether in the future. This is also a good bi-weekly basis. After the first 90 days,time to assign a mentor or buddy to the request formal feedback on the new hire’snew hire as an immediate resource for performance from his or her supervisor,any questions and key information about and be sure to solicit feedback from the OnBoardingorganizational culture and goals. employee as well. Take this opportunity to address any issues of concern as wellSet up the employee’s as note any accomplishments so that allworkstation. parties are confident that the new hire isAn empty workstation is to a new poised for success in his or her role.employee what an unkempt home is to ahouseguest. Before the employee arriveson day one, stock his or her workstationwith everything from paper and pens to 17
  17. 17. TopTakeaways18
  18. 18. Even if you don’t have any open positions currently, you should always be on the1 lookout for ways to attract and engage top talent. Constant recruitment saves time and costs associated with hiring.2 Building a talent pipeline helps you stay front of mind when you find yourself with a need to hire and prevents valuable candidates from slipping through the cracks. There are many ways by which you can go about engaging candidates – job3 boards, employee referral systems, social media and mobile technology are just a few examples. Stick to the ones that work for your company and enable you to connect with employees on a constant basis.4 Staying on top of compensation trends will help ensure you are attracting and retaining the best people at the right price. Job advertisements are just that: advertisements designed for the sole purpose5 of capturing the attention and interest of the job seeker. The more compelling your message, the more applicants you will attract.6 Screening questions can be an effective tool for eliminating or “screening out” candidates who do not meet the minimum job requirements. Many of today’s “standard” interview questions actually serve very little purpose anymore. Job seekers see these overused questions coming a mile away and7 already have stock answers ready. In order to get the most honest, accurate responses from job seekers, hiring managers need to rethink the questions they ask – and how they ask them.8 Don’t underestimate the power of onboarding. Effective onboarding programs reduce costs associated with turnover and on-the-job mistakes due to lack of training.ADDITIONAL RESOURCESVisit to download the Top Takeawayselectronic version of this book and find additional resources and advice forimproving your hiring process. 19
  19. 19. ABOUT CAREERBUILDERA recruitment industry pioneer, CareerBuilder® has been helping bothindividuals and small businesses maximize their potential, increaseemployment and create a stronger economy for nearly two decades. By using our16 years of research on job market trends and applying market-leading analysisand innovation, we give small businesses the intelligence they need to attractand retain the best talent to move their business forward. For the Americanworker, we provide access to the most U.S. jobs and the resources necessaryto master critical skills for today’s working world. We also seek out and fosterstrategic partnerships and other collaborative ways to decrease the skills gapand fuel economic growth. As the job market shifts, so do the needs of our smallbusinesses and workers—and CareerBuilder will be there every step of the way,empowering employment. CareerBuilder for Employers Employer Blog CareerBuilder for Employers Employer Videos