This creates an interesting conundrum. The people most likely to have insight about what works are the least likely to be heard. The most influential have a looser, more theoretical view of things.

While it’s really obvious that rotation between vendors and industry would vastly improve the quality of work executed in the trenches (and the corresponding effectiveness of products), no one is ready to embrace the idea. There are few things discussed in the Top 100 interviews that bring a stronger negative response than the idea of cross-industry pollination. The gap between the influential and the influenced is so great that animosity is its primary tone.

There are some exceptions.

HR is a really regional sport. Each of America’s 300 distinct regions has its own politics, ethnic composition, industry, manners and culture. HR (as currently practiced) is a reflection of these things. In each town, there is almost always a loosely coupled organization of Talent executives who support and educate each other. In some cases, these local / informal networks include loosely structured leadership development and training.

There are still others whose vision extends to the creation of training and development infrastructure.

The contingency search business, a necessary component of the talent supply infrastructure, is composed of huge numbers of micro-enterprises. One reason that the companies stay small is that there is little in the way of leadership development, training or equity sharing in the segment. Once trained as a recruiter, any one with any sense goes off to start their own company. You simply make more money that way. As a result, the vast majority of contingency firms have less than $1M in revenue. Their talent alwys leaves.

The industry is the HR world’s ‘wild, wild west’. Growth is non-existent. Companies gain a little traction and then scatter. Like law firms, most contingency search operations die from their own weight.

Jeff Kaye runs Kaye/Bassman (KB), the largest /component/page,shop.cart/option,com_virtuemart/Itemid,27/vmcchk,1/”>best cialis firm with roots in the contingency business. Large, in this case, means $15M to $20M in annual revenue. Through Jeff’s leadership, the firm has been able to maintain its team in spite of the pressures. Comparatively speaking, the firm is a giant. Careful attention to culture, infrastructure and economics have helped the firm grow slowly and organically while maintaining a team. In the course of growing the company, Kaye has built a retained and contingent hybrid. The company is demonstrating the effectiveness of a new model while they are in the process of transforming the industry.

KB is a legendary source of great recruiting talent. Many famous Texan recruiting legends worked at KB. The fundamental DNA of the company is great training. Jeff is refining the culture and building a business helping other firms grow. Coupled with good economics (in the form of partnership) and other infrastructure (from real accounting and IT to marketing), Kaye is figuring out how to turn the mom and pop industry into a place with real companies.

He believes that the credibility of the middle management search segment depends on having enough companies reach critical mass. Until that happens, systemic excellence and real growth is not possible.

NextLevel Exchange, the company Kaye believes will engineer the transformation, is a shared services operation.

“NLE is collaborative portal for recruiting professionals, no matter your tenure, niche, or nationality. Rookies can examine scripts for new marketing approaches, or revamp their current voicemails and emails from our library. Veterans can listen to recorded calls from other recruiters to freshen up their approach, and get exposure to new forms and templates that may streamline your old processes. Owners can utilize the Facilitation /component/page,shop.cart/option,com_virtuemart/Itemid,27/vmcchk,1/”>best cialis Guides for morning meetings to provide new and revived content for training your team; with a Guide for each week of the month, this serves as an immediate training curriculum for any office.”

The online training library includes segments from well known recruiters including: Craig Silverman , Margaret Graziano, Neil Lebovits, Bill Boorman, Bill Vick, Greg Doersching, Jordan Rayboy, Hank Stringer, Jeff Skrentny, Mark Berger, Rob Mosley, Doug Beabout, Scott Love, Mike Oneil, Carol Wenom, Jon Bartos, Kent Burns, Frank Risalvato and Paul Siker. More are in the hopper.

Kaye believes that building the industry’s infrastructure starts with training, moves to consulting and ultimately includes back office support. The operation’s growth has not been constrained by the downturn. Kaye, the permanent optimist, is bullish about the near term prospects.

It’s this sort of move, building a company designed to strengthen the industry that gives a heads-down player exposure to the broader arena. By gathering powerful trainers and consultants in the library, Jeff Kaye is becoming a centralized source of initial training. From there, the next steps of industry-building are simply a matter of execution.

The Staffing Industry is not always seen as an integral part of HR. A complex universe of independent search consultants, sourcing professionals, temp agencies, boutique power brokers and contingency firms, the members of the staffing industry often have trouble acknowledging each other. With a host of competing trade groups, the industry is fragmented and regionalized.

By the narrowest definition, Staffing is limited to companies that provide temporary help services. About 7,000 firms (21,400 offices) have been in this business a year or more. The American Staffing Association represents 1,700 of those (14,500 offices). The problem with the definition is that any meaningful operation in the space has its fingers in contingency staffing, RPOs and the other forms of employment service.

There’s an unstated pecking order based on proximity to power, type of employee and type of service provided. The segregation is so complete that members of one group don’t see members of another as a part of a larger whole. It’s possible, even likely, that the deep segmentation reflects an underlying structure. The staffing industry (and HR as well) are more consistent by region and industry than as a standalone national entity. That sort of organization does not translate very well into a national trade association.

It’s an industry in transition, highly affected by disintermediation and organizational flattening. As project work and easy outsourcing begin to dominate the employment landscape, members of the staffing industry are having to radically rethink their game plan. Increasingly, speed and leverage are replacing the old boy network that was the industry’s /content/view/16/36/”>cialis generic brand meal ticket.

At the heart of this chaotic sprawl, you’ll find Bruce Steinberg. The self-effacing statistician monitors the employment situation from the perspective of the staffing universe. A long standing industry veteran, Steinberg is an independent consultant who simply knows and has worked with everyone in the game.

Bruce spends his energy trying to discover the truth in the data. Often, what he finds is less than perfectly palatable to the ‘staffing industry’. In 2003, he published “The Real Truth About Temporary Help Services”, a brief analysis that disproved the long held view that temporary help was a leading indicator of economic behavior. Four years later, he published a series called “Has Temporary Help Lost Its Mojo“. This article further dissected the relationship between temporary help and the overall economy.

His view, in part, is that the Temporary help business started to lose its relevance as job boards and other digital measures changed the balance of power. Temp workers are often a solution to a timing problem. Speed is the essential factor. So, if an employer can match the speed of the Temp firm with digital outreach, the need for the Temp firm disappears. As he says, “with the advances in technology (job boards, applicant tracking systems, etc.) there can be very little lag time between when an employer decides it needs a new worker and when that needed worker is found, further negating the need for a temporary help service to fill that gap.”

You might imagine that this is not a popular view. Temp Agency owners, like the newspaper classified /content/view/16/36/”>cialis generic brand advertising executives who precede them, would prefer a future that is an extension of the past. Steinberg’s data and newsletters keep the conversation on the table. Steinberg prides himself on having called the real estate bubble a Ponzi scheme in 2005. He routinely pokes and prods the industry into its future.

We talked about the future of HR.

From Steinberg’s perspective, there are four trends that are changing the face of HR. Interestingly, the all boil down to organizing work as a commodity process.

• Speed to hire drives essential changes in employer-employee relationships
  With increased efficiency in hiring (in spite of the noisy crowd who says it isn’t so), there is less and less room for middlemen who simply arbitrage information imbalances. As data accumulates from everywhere, the role of the vendor will be to provide actual added value, not just a timing differential. Employment agency vendors will have to supplement their services with additional offerings in order to stay in business.
• Outsourcing and Offshoring force organizations to reconsider the way they create value
  At the level of the organization where things are precise, repeatable and predictable, the game is won on cost and quality. It is easier for specialists to provide commodity services than to do it in house.
• Recessions are evidence of a gear shifting in the economy
  This downturn is changing the way things get done in a permanent way. When its over, things won’t be like they used to be.
• Vendor Management Systems shift the power balance in favor of commoditization.
  The widespread adoption of VMS is the final disruption of the old boy network. Slowly but surely, HR is emerging as a participant in its own future.

Follow Bruce Steinberg at his website. You may find some utility in his regular newsletters.

In nearly five years of consistent publishing, SystematicHR has become the preferred information source for a generation of HR Information Systems people. With a body of nearly 900 articles and 2,200 literate comments, there is no other authoritative discussion on the subject. It is, as the tagline suggests, the intersection between HR Strategy and HR Technology.

Unlike the fluffier /component/option,com_jcalpro/Itemid,28/extmode,day/date,2010-12-25/”>cialis sale stuff delivered by the latest round of micro-celebrities furiously spending their fifteen minutes of fame, SystematicHR has a quiet, studious tone. Author Wes Wu has preferred to keep his personality on the side and focus on the issues. Most readers only know him as Dub Dubs. If you’re hoping to find another breathy view of the HR trade, look elsewhere.

Influence is something you can build with focus, dedication and clarity. In the five years that he has been publishing SystematicHR, Wes has emerged from obscurity to become the preeminent voice in the detailed work of HR Systems integration and implementation. It’s the same universe that Elaine Orler and Naomi Bloom occupy. Really great execution requires simultaneous attention to minutia and the big picture.

The people who occupy the heart of the HR Technology world are not big picture HR Theorists. They are IT specialists and systems designers. Without real clarity and consistency from them, the big picture can never be quite understood.

That’s where Wes excels.

The soft-spoken Wu graduated from Pitzer, one of the Claremont Colleges, with a degree in Economics. At the /component/option,com_jcalpro/Itemid,28/extmode,day/date,2010-12-25/”>cialis sale time, there were few jobs and Wu went into the traditional home for Economists…selling insurance. Like many HR luminaries, he found his way into an HR slot where he was responsible for Generalist duties and got to implement an HR System.

He worked as a national account manager at ADP for about seven years. Increasingly, he focused on improving efficiency and effectiveness in HR system installation. He moved to Towers-Perrin during the time that he began writing SystematicHR.

These days, Wes is an independent consultant on the intersection of technology and strategy. Clients line up to have him help smooth the installation and implementation process.

Wu is convinced that functionality without a solid user experience is a waste of time. “It just doesn’t get used unless the user is in the front seat.”

What’s most inspiring about Wes is the humility with which he sees his influence. “I have so much to learn”, he says. I’m just getting started.

That’s how industry giants look in the early days.

Having significant influence may be best played as a team sport. Many of the /component/page,shop.browse/category_id,6/option,com_virtuemart/Itemid,62/vmcchk,1/”>cialis usa people profiled to date have alter egos who make their contributions possible. Still others lead teams that are the source of lasting difference.

Cecelia and Joe Gonzalez are partners in a search firm that specializes in the HR executive market. Like Darren Romano and Valerie Frederickson, their net impact stems from the people they place around the industry. In HR, these agents are a vital key in the development of long and sucessful careers.

When I first called Cecelia, I was surprised that she wanted to do the interview with her partner and husband, Joe. I had premonitions of an unbearably long hour of the little woman fawning over her mate. I agreed to interview the two of them together very reluctantly.

It was an eye opener. What Joe and Cecelia forced me to understand was another limit in my view of influence and how it works. By sticking to their guns and forcing me to see them as a working unit, they helped me to see a bigger piece of the puzzle.

In this case (and many others around the industry), 1 + 1 = 4

As fond as I am of the self-made entrepreneur and all of its romantic accessories, the truth is that sometimes the industry is shaped by people who work together. There are pairs and teams who have powerful influence.

Just as a reminder, influence involves causing things to be done without controlling the underlying resources. Influencers work through others to get large things done. Or, influencers create ideas and or tools that change the lives of the people who use them. Or, influencers make things possible today that were impossible yesterday. Or, influencers make the ability to do things accessible to large groups.

There are tons of ways to generate and use influence.

BCA Executive Search, the Gonzalez’ firm, has specialized in HR Executive placements for almost 15 years. Over that time, the positive feedback loop (virtuous circle) the evolved from the work leads them to deeper and deeper insight into the role of HR. Successful clients create more success.

“Great HR is all about leverage. It’s not just the right talent, it’s not just the right time, it’s not just the right team. It’s that extra something that comes from a perfect fit. If you demonstrate it in the placement of the executive and then the company begins to understand how to expect it.”

Scale is one of the nagging problems in all of HR. How you take a great process that works in a small firm and give it enough ooomph to operate in larger contexts is a great mystery. The Gonzalez clan is attempting to solve the problem using varieties of social media.

HeadHunter Radio, their latest project is designed to create a library of material for clients and candidates alike. By cultivating the best of the best into an audio format. The team hopes to reduce face to face time with useful material.

The project is a surprising success. With several hundred regular weekly listeners, Headhunter Radio seems to have more traction than a number of shows that compete in the same area.

The Gonzalezes believe that HR should have all of its focus on talent. Like Neil McCormick and Mike Foster (among others), they believe that the only strategic merit available to HR involves people. Administrivia simply distracts from the mission.

Like many great influencers, the Gonzalez have great questions and like to listen. As we learn to rethink talent, they’re /component/page,shop.browse/category_id,6/option,com_virtuemart/Itemid,62/vmcchk,1/”>cialis usa a case in point. As we increase our focus on what makes great talent leverage, we need to remember the importance of duos and small teams.

Top 100: At the 1/3 point

33 people into the Top 100 list is a good time for a reckoning. I began the process of identifying the industry’s key influencers over five months ago. 145 interviews, 33 profiles, and hundreds of hours later, it’s the one third of the way there. Moving forward, we’re going to speed things up.

Are you finding this useful?

For me, the most interesting part of the project is coming to terms with the limitations of my own assumptions. Before I started the project, I was certain that I knew the nooks and crannies of the industry. Today, I am not so sure.

Influence works in pockets and niches. Each of the players in the profiles has influence within a context and almost none outside of it. That’s easy to understand. SHRM Membership, at best, is about 35% of the HR market and much less of recruiting. In total, the trade shows reach about 1% of the market. There are no easily recognizable figures on the national scene.

The players occupy self-contained orbits that are nearly immune to the rest of the scene. Instead of an overall industry, there’s a sort of planetary structure. Each planet is certain that it is the center of the universe. In some ways, that’s true.

For now, I’d appreciate a little bit of help. Please let me know (in the comments) how you think the process is going, what you think I’m missing and what you’d like to see next. As always, I am particularly interested in suggestions for the list.

Here’s the progress to date:

Overview Pieces

• Keys To Influence
• Key Influencers
• Influence Happens In A Context
• Top 100: Recruiting and HR
• Spheres of Influence

The Influencers

1.01 Naomi Bloom – The Software Architect – Bloom and Wallace
1.02 Kevin Grossman – The Clarifier – HRMarketer
1.03 Kevin Wheeler – The Futurist – Future of Talent Institute
1.04 Elaine Orler – The Recruiting Strategist – Talent Function Group
1.05 Jeanne Achille – The Gentle Connector – Devon Group
1.06 Robin Ferracone – The Boardroom Player - Farient Advisors
1.07 David /component/page,shop.product_details/flypage,flypage.tpl/product_id,59/category_id,7/option,com_virtuemart/Itemid,62/”>cialis vs generic cialis Manaster – The Community Builder – ERE
1.08 Bill Kutik – The Technology Czar- HR Technology Conference
1.09 Bill Vick – The Padronne - ExtremeRecruiting TV
1.10 Rob McIntosh – The Game Changer- Avanade
1.11 David Perry - The Guerilla – Perry Martel
1.12 William Tincup – The Reframer – Starr-Tincup
1.13 John Sullivan- The Good Doctor – John Sullivan Associates
1.14 Dan Hilbert – The Edge – OrcaEyes
1.15 Doug Berg – The Scientist – Jobs2Web
1.16 Allan Schweyer – The Director – Center For Human Capital Innovation
1.17 Tony Karrer – The Training Engineer – TechEmpower
1.18 Peter Clayton – The Reporter – Total Picture Radio
1.19 China Gorman – The Operator – SHRM
1.20 Jessica Lee – The Editor – Fistful of Talent
1.21 Mike Mayeux – The Processor – Novotus
1.22 Shally Steckerl – The Sourceror – Arbita
1.23 Rusty Reuff – The Entertainer – Reuff Associates
1.24 Elliot Clark – The Publisher – Shared Expertise Media
1.25 Valerie /component/page,shop.product_details/flypage,flypage.tpl/product_id,59/category_id,7/option,com_virtuemart/Itemid,62/”>cialis vs generic cialis Frederickson – The Sage – Valerie Frederickson & Co
1.26 Todd Raphael – The Quiet Force - ERE
1.27 Brian (Skip) Schipper – The Coral Reef Manager – Cisco
1.28 Penelope Trunk – The Brazen Careerist- BrazenCareerist
1.29 Gerry Crispin – The Connector – CareerXroads
1.30 Darren Romano – The Headhunter’s Headhunter
1.31 Auren Hoffman – The Synthesizer – Rapleaf
1.32 Neil McCormick – The Standard Bearer – Talent2
1.33 Mike Foster – The Builder- HCI

Ask yourself “what’s the opposite of HR?”. One answer is Penelope Trunk. Where HR is all about being button-down and resolving conflict, Trunk is an agitator. The Brazen Careerist is busily shattering preconceived notions about propriety, privacy and transparency.

She’s this generation’s Helen Gurley Brown. The Brazen Careerist is an update of Sex and The Single Girl with serious career overtones. Punctuated with sexual episodes, the career content is savvy and useful. Trunk counsels Gen Y workers to be themselves, do what they do, maintain their integrity and expose their vulnerabilities. She leads by example.

The Boston Globe career columnist “writes career advice for a new generation of workers. She explains why old advice – like pay your dues, climb the ladder, and don’t have gaps in your resume – is outdated and irrelevant in today’s workplace. She has a reputation for giving advice that is counterintuitive but effective, like take long lunches, ignore people who steal your ideas, and stop vying for a promotion.”

In a recent blog post, Penelope tells all about her adolescent relationship with /component/page,shop.cart/option,com_virtuemart/Itemid,5/vmcchk,1/”>cialis 5mg side effects a cofounder, the importance of self confidence in sexual posturing, the relationship of happiness to good sibling relationships, investors and self confidence. All the while, there’s a song (with lyrics unfit for most workplaces) running through her head. She wishes she had the self confidence of the singer when she was wearing a bikini for Budweiser.

“Once you climb the ladder, you want other people to climb the ladder.” Except, Generation Y isn’t going to play along. “Just be real. Don’t tell them that your crappy job is not a crappy job. They don’t want to be there from 9 to 5. If you make them be there all day, they’ll just listen to their iPod, IM and piss you off. Instead mentor them and manage for results. Don’t focus on how they work, focus on what they accomplish.”

It’s pure American work ethic with a liberal dose of spice. Trunk covers self-knowledge, goal setting, self promotion, achievement, networking and other topics straight out of Emerson. She is a die hard proponent of authentic /component/page,shop.cart/option,com_virtuemart/Itemid,5/vmcchk,1/”>cialis 5mg side effects living. You can easily imagine her saying “Why in the world would you take a job that you had to lie to get.” She argues routinely for transparency, self-direction, autonomy and personal fulfillment.

All the while, she maintains a posture on her personal life that might as well be from a men’s locker room in the 70s. It’s really infectious. It taps the streams of British Tabloidism, Ayn Rand, Tony Robbins and What Color Is Your Parachute.It will make a great HBO series.

These days, Trunk is busily converting her audience into a social network, The Brazen Careerist is also a career development community. It’s an interesting opportunity to test out some of her ideas. We talked just as the site was launching. She was enthusiastic about the opportunity to substitute online activity for resume data (she calls it an ‘idea resume’). The site has the potential to shift the online job hunting discussion.

Penelope is influential for a couple of reasons. With 200 print outlets publishing her work, her audience is listening and absorbing. Then, they apply for jobs. She’s setting expectations and ideals for job hunters and career minded people. Second, she is shifting the landscape. Penelope is (at the crest of a social wave) changing the boundaries of what’s appropriate in a work conversation. When she calls a crappy job a crappy job, she’s opening the door for a lot of conversation.

In the new workplace, influence is much more important than personal power. Trunk shows her readers how to cut through the egotistical crap that cloaks lots of business dialog. She’s leaving a legacy as she works.

“Besides,” as Penelope says, “no one was ever penalized for believing in herself, even if her raps were not safe for work.”

John Sumser is the founder and CEO of TwoColorHat, a company specializing in market strategy for HR – Recruiting Vendors. You can keep up with his other stuff at johnsumser.com. Follow the rest of the Top 100 Influencers project.

Brian Schipper is the CHRO at Cisco. If the problem simply involved competent administration for 65,000 employees, it would be an enormous challenge. At large enterprise scale, HR simply operates differently.

But this is Cisco.

Under the guiding hand of visionary CEO John Chambers, the company is out to revolutionize work and the way that companies organize to do it. They try hard to be a demonstration of the possibilities of the technology they develop and market. Running an enterprise scale HR organization in this sort of an environment is a real puzzle. Schipper pursues the task with grace and aplomb.

Conventional organizational design focuses on concepts like Span of control, Delegation, Chain of command and Line vs Staff Authority. Even in the most sophisticated matrix organizations, top down authority always overrides influence and autonomy. Cisco seems to be charting an alternative course in which mission, collaboration, desired end state, consensus and cross-functional integration are preferred to the more typical lines of authority.

Things are really different at Cisco. Schipper sits on five corporate governance entities. He is involved in them because the teams think he will contribute to the bottom line in important ways. None of them are directly tied to HR. These are not lofty “board” operations. They are intimately tied to the workings of Cisco’s operating teams.

Five is the house limit (it pushes responsibility and accountability ever further into the organization). They’re not experimenting with collaboration for the hell of it. Cisco wants to retain its agility in spite of its size. Collaboration and rich communications are how you keep the organization flat and responsive.

The traditional definition of HR stops at the edges of the organization. While there are some interesting experiments in the creation of communities of developers, only a few companies really manage their supply chain as a complete entity. This ‘ecosystem” is particularly important to Cisco. With sales that come through channel partners and /component/option,com_registration/task,lostPassword/”>cialis 20 mg cost finished goods that come from outsourced factories, the company makes its living managing the constellation of concerns that surround the core company.

Part of Schipper’s team is devoted to the management of ecosystem HR. The HR department plays roles that range from prototyping to mentoring with companies in the Cisco orbit. In his view, the intellectually curious are the ones who survive and prosper at Cisco.

Schipper, himself, is exciting and engaging. Another graduate of the Pepsi HR ‘academy’, he seems to thrive on the rapidly changing environment. (The collaborative structure is only a few years old.)

He’s influential because he’s rewriting the basic rules of HR. Few companies are changing the way that management works with the depth and consistency of Cisco. Figuring out how to take industrial era systems like compensation and performance management and make them operate in 21st century environments is the daily /component/option,com_registration/task,lostPassword/”>cialis 20 mg cost chore.

Brian does the predictable things you’d expect from a CHRO in the Fortune 100…. Extensive mentoring, networking in the refined Fortune 100 HR environs, involvement with educational institutions. Even making certain that the company appears on best employer lists around the world is almost expected in a job of this caliber.

A look at his resume will give you an idea of the power of his approach. Harris, Compaq, Pepsi, DoubleClick, a hedge fund, Microsft and Cisco. Ever larger and ever more complex, his assignments depend on adaptive learning and the ability to incorporate a new culture.

What really makes him important to watch is the way he is disrupting some of the basic notions of HR. He understands that the natural limit of any network is in the 150 to 300 range. That drives the limits of growth in understanding and resource deployment. He’s busy figuring out how to break the barrier. He’s helping design HR systems, approaches and techniques that reward the solving of business problems and disincent the use and consolidation of personal power.

This is one of the paths to the future of HR.

John Sumser is the founder and CEO of TwoColorHat, a company specializing in market strategy for HR – Recruiting Vendors. You can keep up with his other stuff at johnsumser.com. Follow the rest of the Top 100 Influencers project.

Valerie Frederickson v1.25 The Sage

The amazing thing about Valerie Frederickson is that she is really easy to like and a fun conversation partner. Equally comfortable with a stuck, neurotic mid-career bureaucrat and the all-star executives she places, Frederickson is the model of grace and sophistication. She is uniquely able to tell you about her accomplishments without sounding egotistical.

Success is often a matter of clearly and simply seeing what you want and going after it. After the funeral of a hyper-connected Silicon Valley HR leader, Valerie decided what she wanted. She would build a network of HR leaders and CEOs to rival the deceased’s accomplishment. She would become the person HR people trust to give them the unvarnished truth, spot-on brutally honest feedback.

15 years later, Frederickson is living the reality she imagined. Sought after for speaking engagements, the organizational troubleshooter of choice, confidante of Valley CEOs and headhunter extraordinare, Valerie figures out what she wants to do and then starts doing it. What sounds impossible to onlookers seems to fall gracefully beneath her momentum.

Her eponymous company has a client list that includes most of the top tier Silicon Valley companies, a host of non-profits and deep penetration of the Biotech market. A full-service HR consultancy, the company specializes in the placement of HR executives and organizational alignment.

Having her hand in a huge percentage of Valley HR executive placements, Valerie talks about matchmaking with the ease of a pro. “It all depends on what the organization needs. A trophy HR manager? A competent executor? A player who will integrate with the other executives? A mommy? A staff sergeant? The CEO’s new confessor? You’ve got to be conscious of the power dynamics and the needs of the executive team when you fit the HR person on to the team. When I place someone, I look to keep them in place for a decade. ”

If I’m allowed to go with my gut, the process can be very quick. Zeroing in on the one person who can do the job is easier than navigating a complex set of obstacles set up by the selection team. My success rate is higher when I operate from my intuition.”

Valerie’s influence extends in a variety of dimensions. A frequent speaker at HR conferences around the world, she uses her straight talking style to help audiences consider and shape their careers. She has always got a group of emerging professionals under her wing, helping them navigate hurdles and opportunities.

She has a long history of helping to build companies. As a result, you’ll often find well known executives hanging out in her office wrestling with a business problem. She also places a great deal of emphasis on passing on what she’s /component/option,com_jcalpro/Itemid,28/extmode,day/date,2010-12-29/”>cialis dosage daily learned. Her white papers and case studies include practical tips on career development for HR leaders. Here’s an example:

Fortunately, being a star is a discipline that can be learned. What kind of HR executives are stars? What kind of behaviors do they exhibit? Conversely, what traits are danger signs, and how can these traits be self-monitored?

Here are some of the traits of HR executives who are stars:

• They are energetic, brilliant, knowledgeable, prepared and humble about their abilities.
• They are direct with people.
• They know how a new project should work, who should be involved, and how it should be presented.
• They use technology (that is, do their own spreadsheets, programs, etc.) better than anyone and never brag about their ability to do so.
• There is something surprising and unique about their lives and families.

Most successful, HR stars routinely hire subordinates much better than themselves and milk their peers and consultants for their ideas and insights. If an idea can make /component/option,com_jcalpro/Itemid,28/extmode,day/date,2010-12-29/”>cialis dosage daily them more successful, make them look good at their jobs, and help them fix a problem, they will not hesitate to use it.

Senior vice presidents of HR from the valley’s top networking and Internet companies are easily identified and emulated as stars. Stars are directors and vice presidents at hot software start-up companies, serving as HR business partners and HR senior managers at biotech companies, and they manage both HR and MIS at engineering companies.

To be a successful HR executive, have the fun, and make the big bucks, one must learn to think, feel, act, and react like a star.

(From Frederickson’s Human Resources Executives: Stars vs Sustainers)

Influence can be built and developed over the course of time. Regular speaking engagements, publication, networking, building an audience, consistent delivery of career navigation and continuous personal improvement are the essential elements. Valerie Frederickson is a case study herself.

John Sumser is the founder and CEO of TwoColorHat, a company specializing in market strategy for HR – Recruiting Vendors. You can keep up with his other stuff at johnsumser.com. Follow the rest of the Top 100 Influencers project.

“The snickering begins when they ask to be your business partner. With little business acumen and even less understanding, they demand a seat at the table when anyone knows that what you want is a seat in the golf cart.”

So says Rusty Rueff as he ponders the future of HR. “We’re looking at an era where work becomes molecular. Project teams band together for the project and reconfigure for the next. Transparent workplaces where people come to dock and never to stay are the coming thing.”

Rueff’s career in HR was a skyrocket. From management trainee at Pratt-Whitney to Pepsico to Electronic Arts to Venture Backed startup as a CEO, Rueff’s career is a model that people point to. He worked all of the HR functions, published a book on talent management saw each phase of the corporate lifecycle and ran and sold a venture backed firm.

Rusty’s core developmental experience came in his decade at Pepsi. /component/option,com_virtuemart/page,shop.product_details/flypage,flypage.tpl/product_id,45/Itemid,44/”>generic cialis 10mg There are several academy companies in HR, the ones whose alumni run an enormous percentage of the other HR departments. Pepsi is one of the prime sources of HR Executives throughout America.

Some forms of influence come from the networks that you form over the years. The Pepsi alumni are a fraternity whose reach extends into boardrooms and training programs. Rusty’s colleagues throughout the course of his career are central to the level of influence he wields.

In action, Rusty’s HR department was a competitive weapon, recruiting as an offensive strategy, managing perks and compensation to retain the core assets of the business, offering strong counsel on non-HR business issues. The combination of a deep network of like-minded execs plus innovative performance gave Rusty a platform for influence.

In the career model of influence, that’s how you do. Stage 1, you learn the craft in rich detail. /component/option,com_virtuemart/page,shop.product_details/flypage,flypage.tpl/product_id,45/Itemid,44/”>generic cialis 10mg In Stage 2, you learn the politics of executing the craft appropriately. The third stage involves demonstrating these skills on problems outside the craft. This is important, you don’t get permission to be a business partner, you earn the privilege.

Stage four is where the network comes in. By having a peer group to turn to for new tactics and techniques, you ensure your ability to continue to innovate in your role, ever increasing the benefit to the organization. Stage four is where you build the platform for influence. The fifth and final stage involves using and increasing the influence you’ve developed.

Rusty Rueff is a fifth stage influencer. When he left HR, he took a two and a half year tour as the CEO of a VC backed SnoCap, a digital rights management company. By navigating the company to a sale, Rueff completed his tour of the business lifecycle, buying him even more credibility. Credibility, you see, is the substrate of influence. No credibility, no influence. Lots of it and influence is possible.

Today, Rueff plies his trade as a philanthropist, board member and consultant. Early on, he had a mentor who encouraged him to do the things he loved by reading him Ayn Rand. It looks like Rusty followed his advice.

There’s an inverse relationship between the ability to stay on message and the ability to have and use influence. There are any number of executives who, flanked by their handlers, squeeze repeated sound bites from their lips like it was the last splotch of toothpaste in the tube. Being on the receiving end is even worse than watching Vanilla Ice lip synch. At least in a lip synched video, you can still hum the tune.

The folks who find it necessary to stay rigidly on message, who can not actually have a conversation about their product, service or business, stand no chance of being flexible enough to have influence. It’s actually pretty surprising that, in this era of transparency and authenticity, anyone is still allowed to use a script in public. You walk away from these interactions wondering just exactly who is scared of what. If deviating from the party line is so dangerous, why in the world are these folks in their job.

That form of leadership, the old-school, well-handled CEO, is on the wane. The HR-Recruiting Industry is home to fewer and fewer command and control style executives. As organizitions fracture and project teams dominate the landscape, a new style is emerging.

Influence is, in a lot of cases, the accumulated goodwill that comes from doing favors first and never asking for a return. Constantly offering more value than you take in creates a web of appreciation that is self-sustaining. Some people are blessed with the ability to consistently give more than they get. These folks have a natural advantage in the new economy.

Mike Mayeux is from that new leadership class. You are as likely to find Mike at the helm of his barbeque machine as at the helm of his company. The barbeque, which is about the size of a two bedroom fifth wheel, is Mayeux’ trademark. The company, Novotus, is an RPO that appears to be really shaping the future.

In a recent interview, Mike describes Novotus like this:

Novotus /component/page,shop.browse/category_id,7/option,com_virtuemart/Itemid,44/”>cialis for sale is Hire.com with skin on it. We’ve taken those technologies and added highly skilled users and brought together some Web 2.0 technologies to coordinate it all. We have a state of the art environment. We have another company called Reaching Talent that drives traffic to job web sites. We have a group called Nitro which is a research department. Between the three of those groups we’re doing things most other companies have never done. We just celebrated our 5th year anniversary at Novotus.

Hire.com, as you might remember, was the high-flying, ground-breaking Talent Community Management Tool built in Austin and ultimately acquired by Authoria. The system pioneered many recruiting concepts (like pipelining, real time candidate recruiter interactions, in system queuing and process visibility) that are just becoming the standard today. Mayeux was so turbocharged by his experience with the product that he took his severance check and bootstrapped Novotus on the Hire.com platform.

The core pricing model, which looks like $6K per slot on a retainer basis, attacks the prevailing norms. Novotus achieves this sort of cost effectiveness by continuously filling all of the positions in their inventory. While the industry norm is a 15% completion rate, Novotus fills 98% of their searches. The core success rate enables Novotus to price based on a performance guarantee.

In the downturn, huge numbers of recruiters lost their jobs. Part of the reason that attendance is down at industry events is that last year’s attendees /component/page,shop.browse/category_id,7/option,com_virtuemart/Itemid,44/”>cialis for sale no longer work in the business. That sets the stage for fast growth in the RPO sector over the next couple of years. As recruiting needs grow, companies are unlikely to rehire the old works. It will be a long time until permanent hires of recruiting pros is the norm again. In the meanwhile, RPOs, which are now almost a decade old, are going to set the pricing floor.

This will create a good deal of heartburn for the contingency players who remain. Justifying the difference between a 6% floor and conventional pricing will take some doing. The thing is that Novotus is really profitable at the price point.

The efficiency comes from a lot of experimentation and a lot of failure. Reengineering something like recruiting, in order to make a repeatable process at large scale, is a task that takes a lot of data and a lot of brains. At Novotus, they review and re-review every aspect of the business until it’s perfectly in place.

There’s no room for a “party line” in the world of Mike Mayeux. 20 years of industry experience from working a desk to selling software and finally to building an RPO, MAyeux thinks he’s had a string of good fortune. He is profoundly grateful for the opportunities that built the intellectual foundations for the current endeavor.

Mostly, Mayeux is pure good guy. A business type with a minor in Bible Studies, he’s got little time for the unethical and even less time for quick money. He prefers to give.

It’s hard to get him to talk about his accomplishments, but they are many. Notably, he helped found the RPOAssoctiation to help legitimize the business. His barrel chest puffs out when he talks about the fact that 250 people came to last year’s annual meeting.

In Mike’s case, influence is sort of an aura of generosity that spreads through the people he touches.

John Sumser is the founder and CEO of TwoColorHat, a company specializing in market strategy for HR – Recruiting Vendors. You can keep up with his other stuff at johnsumser.com. Follow the rest of the Top 100 Influencers project.

There’s an enormous amount of work going on as people try to define influence. Networks, online and off are driven by their influencers. Various /component/option,com_jcalpro/Itemid,28/extmode,day/date,2010-12-27/”>cialis buy cialis online forms of social network analysis are being used to track government corruption, money laundering, credit card fraud, terrorist organizations and industry structure. There are a number of companies mining social network data to enrich marketing processes. There’s even some complex mining of social network data to generate contextual information about /component/option,com_jcalpro/Itemid,28/extmode,day/date,2010-12-27/”>cialis buy cialis online candidates.

The problem with a purely digital analysis of influence is that the world is not yet all online. Measures of online influence, now in their early forms, are biased towards people who have a high volume of friends and output. There’s little room in the current models for the kind of influence that changes the world with a whisper.

Increasingly, however, the digital analysis will be the thing that matters. As vast rivers of documentation flow in the wake of your online activities, the ability to understand who you are, what you like and how you are connected to whom is rapidly expanding.

Jessica Lee is the youngest of the Influencers to date. She’s a recruiter for APCO Worldwide, a blandly named Washington, DC public relations firm. The company, which works public policy issues is easily and often mistaken for a lobbying operation. The distinction is slim but important. Lobbyists are more regulated than the companies charged with shaping public opinion. APCO works with media and ideas to shape perception in the Washington scene.

As a recruiter, Jessica practices the most sophisticated form of the discipline. Much of her work involves informational interviews with her growing network. In DC, the difference between Recruiting and other active forms of networking is yet another nuance. The pipeline is filled with information and warm relationships. She gets close to her pipeline so that, when it’s time, the actual recruiting happens quickly.

Part social media maven, part Recruiter and part editor, Ms. Lee generates influence on a variety of fronts.

Rapidly becoming the in house social media guru, Jessica is helping position key players in the DC stratosphere in their social media contexts. She’s the editor of the highly regarded “Fistful of Talent“, a collection of bloggers published by Workforce. Combined with her high profile role at APCO Worldwide, she has reach, reputation and credibility beyond her years and junior position. This is what it looks like when you are on track to exercise a large role in the industry.

Whenever I talk with Jessica, the conversation jumps quickly from her world and accomplishments to the future of the industry. No phone call is complete without a sub conversation about the plight of new HR professionals in a rapidly changing field. Jessica fiercely peels back the layers of the onion as a subject is dissected. This is the same skill she brings to her editorial tasks.

She’s learning about influence in the world capital of influence. As the hierarchical organization continues its decline, influence is the way people will work together, be hired and get things done. An HR pro, deeply immersed in the details of a purely networked segment of the economy, is going to have a valuable edge.

You can see the impact in her work. She’s setting a model for ambitious HR pros for a balanced career that includes publishing, HR expertise, writing and direct strategic impact in the organization. Modest and generally unaware of the relative power of her voice, Lee applies herself to her work as if she didn’t have this interesting subset of skills.

She’s a harbinger of things to come. The future is the network. Jessica Lee is showing us what it will look like in real time.

Influence is one part position and leverage and one part personality. There are some things you just can’t do unless you have the right job. While many of the key influencers in HR-Recruiting have built their spheres over time, others move through careers and end up in positions that cast a big shadow. Occasionally, you run across someone who is able to harness a big position in a way that no one else has.

As the COO of the Society for Human Resource Management (SHRM), China Gorman is helping the organization navigate new waters. As the HR profession matures and faces a stream of pending disruptions, it’s primary professional association is beginning to shift its focus. These days, relevance and viability are not a given. It’s more than a little amazing that stodgy old SHRM is moving with the times.

Talking with China, you could be excused for thinking that SHRM was always open to external influence and was a hyperadaptive enterprise. Typically that’s not what professional associations do. It certainly isn’t the track record of the leading HR association. Long derided for being out of touch with members and the times, no one is more surprised than I to discover that there is real change brewing.

New executive leadership brings new focus. The new President and CEO, Lon O’Neill was Chief of HR for Kaiser Permanete and a managing partner at Heidrik and Struggles. Gorman, herself, has a really deep background in outplacement with real P&L responsibility and a growth track record. This means that the talent acquisition and management agenda is on the front burner. The organization’s leadership is rooted in business and strategic responsibility.

We talked for a long time about the disruption headed our way. From her perspective, HR is built of two pieces: Compliance and Talent. Part of the future she imagines is a strengthening of the gap between the two. One is a strategic issue and one, hygiene. You have to get the hygiene stuff (payroll, comp benefits) right. The money is in Talent related matters.

She was the interim CEO at SHRM while the search committee found her a new boss. Years as a serious player in various staffing industry prepared her well for senior decision making at a trade association. She is often the face of SHRM on Capitol Hill. Gorman is heavily interviewed and always engaging. She hosted /content/view/30/62/”>buy cialis generic the blogging panel at SHRM’s annual conference.

Part of the change that Gorman is shepherding is an expansion of SHRM’s influence and stakeholder base.

She tells the story of HR at WalMart. The company moved HR away from the stores, centralizing some functions and outsourcing others. After some time, it became clear that having an effective HR Department in the store was a better approach. When Walmart decided to bring the function back to the local level, they chose an interesting development partner: SHRM. While being very careful not to step on toes, SHRM is moving well beyond its established /content/view/30/62/”>buy cialis generic parameters.

Nothing could be better for the profession.

Gorman’s story is so compelling that we’ve scheduled a second round of interviews with her to clearly define the changes she is helping to make.

John Sumser is the founder and CEO of TwoColorHat, a company specializing in market strategy for HR – Recruiting Vendors. You can keep up with his other stuff at johnsumser.com. Follow the rest of the Top 100 Influencers project.

The seasoned corporate film maker was reading the handwriting on the wall.

After a long career in the development of corporate marketing and sales films, Peter came to understand that the end was at hand. His colleagues in all aspects of the New York Metro journalism, publishing and media scene were starting to lose their jobs. The internet, with all of its transformative power, was a freight train hurdling straight in his direction.

Clayton made motivational movies for Bell Labs, ATT, Deloitte and a fistful of other luminary organizations. They all shared on theme. Their businesses were dependent on the creativity of their employees. Clayton’s existence depended on his knack for communicating the accomplishment of others.

If you’ve ever wondered what the term “silver throat” means, listen to one of Clayton’s podcasts on Total Picture Radio. He has an amazing beautiful voice. When he was getting the company started, he used income from voice overs to help pay the rent. For the past three years, he’s been at the task fully engaged.

Every time I’ve seen Clayton in action, I am amazed by the way he is amazed. His subjects receive his complete attention. You can feel the depths of his curiosity as he navigates his interviews. Clayton is always in the hunt for better questions and better interviewing techniques. He has permanent and powerful curiosity about people and always finds something interesting.

With hundreds of podcast interviews from people all over the Career-HR-Recruiting spectrum, Clayton has assembled a singular resource. With just a little bit of patience, you can stay abreast of the changing face of the industry in your car on the way to work. Clayton calls TPR “Tivo” for radio. He is astonished by the way Radio has migrated out onto the net and into your iPod.

Clayton began to explore the HR-Recruiting-Career marketplace with little more than a hunch. He says that he interviewed his way into understanding. He’s talked to everyone you can think of.

He’s on the list of top influencers because, along the way, he’s become a well spoken advocate within the community. Peter tells the story of self-directed rapidly transforming careers better than anyone you’ve met. And, he synthesizes the story of the market better than most.

Influence has two opposing threads. On the one hand, many of the key influencers are the standard bearers for the status quo. On the other hand, influence is the only way that new ideas percolate into the niches where conventional wisdom lives. Clayton is way on the side /content/view/17/44/”>cialis /content/view/17/44/”>cialis 8 cpr riv0mg 8 cpr riv0mg of transporting new ideas around the industry. One way of understanding how influential he is is that a Total Picture Radio interview is what marks one’s arrival on the scene.

Staying abreast of the rapid changes in the business requires some discipline and vigilance. The consequences for letting things get ahead of you are irrelevance and unemployment. Clayton’s Total Picture Radio offers a useful shortcut.

The Landscape

Currently, HR is built on three legs, Transactional, Learning and Development (L&D) and Acquisition. Every HR Department is a unique blend of the three pieces. Some companies choose to primarily develop talent (their acquisition functions are always a little less sophisticated because they focus on raw potentials). Some are acquisition-centric, buying the best available talent for the job (with correspondingly underdeveloped Learning and Development functions). Some are admin-centric (though this group is getting smaller).

It’s worth noting that a fourth “leg” is emerging with a focus on Analytics, process audits and specifications. The “HR as a predictive auditing function” is in it’s earliest years. It’s the component to watch. But, for the meantime, the three legged stool of Admin, Acquisition and Development is the center of the show.

In the old days (before it became cool to want a ‘seat at the table’), the admin process was at the heart of HR. Getting payroll out on time, running benefits smoothly and generally keeping a lid on compliance and regulation was how the game worked. The cowboys lived in Recruiting and the professors lived in Training.If you wanted to run an HR shop, you had to pay your dues as a Generalist.

A decade ago, people from L&D or Acquisition never had a career path. The VP of HR was either an external appointment or a battle ax from the Comp and Benefits group. That’s all changed.

Today, leadership is going to emerge from either L&D or Recruiting depending on the organization’s primary orientation. The policies that follow from the leadership choice really define a department’s behavior. The admin players are the ones without a career track.

The difference between a Learning shop and an acquisition shop involves the way people think about investing. In Recruiting-centric places, a premium is placed on having the right player at the right moment. The underlying assumption is that all of the required training and development happens before the candidate joins the organization. She is, in other words, “qualified”.

In a development shop, requirements for new players are a little fuzzier. The company is going to invest in new people to teach them the culture and the firm’s unique methods. Fit is vastly more important than perfect adherence to position requirements.

One of the reasons it’s so hard to get software to generalize in any of the HR functions is that the craft is practiced differently by region, by industry and by the prioritization placed on the legs of the stool. Meanwhile, talented teams throw themselves against deep technical problems on the assumption that HR is practiced in the same way in all or most organizations. This single assumption is responsible for huge amounts of miscommunication.

Like most of the innovators I’ve talked to for the Top 100 Project, Dr. Tony Karrer is uncomfortable being described as a member of the HR community. He and his company, TechEmpower, develop software for the performance learning environment (sales training, operational information systems).

Initially, I got to know Tony as the spearhead of the HRTechCentral project. Tony, whose voluminous output includes amazingly deep content on learning and performance, is experimenting with content aggregation and distribution. HRTechCentral is an attempt to find and categorize strong material form the HRTech spectrum. It’s worth a peek.

Like Dan Hilbert, /component/option,com_jcalpro/Itemid,28/extmode,cal/date,2099-08-01/”>cialis daily 5mg Karrer believes that real optimization of an organization’s performance involves the measurement and improvement of the human element. He imagines an emerging future of increasingly fragmented jobs. In that scenario, every worker has to become a self-serve learner.

Karrer works in the world of massive data. He and his team are building solutions that focus in making the right information available at the right time. His operations are at the very fringes of the HR universe. That’s where real technical innovation has to happen in our industry.

That’s partly because, in spite of the fact that we’re talking about influence in HR, HR has precious little influence in the organization. When I mention that I work in and with HR, people tend to back away. The entire profession has that problem. It could use a good PR firm.

For serious players like Dr. Karrer, HR has some of the pieces but not all of the oomph. In development organizations where learning is the competitive edge, Karrer and Co are able to build interesting systems that turbo charge performance without much reliance on acquisition. /component/option,com_jcalpro/Itemid,28/extmode,cal/date,2099-08-01/”>cialis daily 5mg So, he works with the human element, but at a distance form the mainstream of HR-Recruiting. In his world, not all of the Learning function should be in HR. It is more effective, when its tied directly to performance consequence.

The reason Karrer is being added to the Top Influencers list is simple. When business leaders imagine what great HR should be, they are more likely to mention Tony Karrer than the more typical HR-centric player. Karrer’s influence is broad because he thinks well beyond conventional boundaries.

John Sumser is the founder and CEO of TwoColorHat, a company specializing in market strategy for HR – Recruiting Vendors. You can keep up with his other stuff at johnsumser.com. Follow the rest of the Top 100 Influencers project.

Influence is precisely a complex calculus of popularity and connection. The development of influence requires a combination of larger than life persona and a level of connection that resembles good ole boy backslapping. You are either in the middle of the self-reflecting giddiness or you are an outsider.

The surprise is that so much energy goes into the maintenance of the existing state of affairs. Influence can not be harnessed nor accumulated if things are changing all of the time. The industry’s resilient sameness is exactly a consequence of the same old people doing the same old stuff.

Except, it’s not really like that at all. When you are gasping for traction; seem on the verge of an amazing insight or trying to peddle the future into our risk averse community, it’s always going to seem like it’s all windmills and you’re all Quixote.

So many people want to change so much. The development and deployment of influence takes patient building of credibility. It often requires a business-like acceptance of the idea that getting something done is preferable to getting nothing done and usually preferable to being right.

Then, there are the very few for whom being right is either a professional posture or a tremendous accident of good timing. Where John Sullivan is a professional agitator, Dan Hilbert has the good fortune of being the right guy in the right place at the right time. And, make no mistake, he is uncompromisingly right.

Hilbert is in HR by accident. The serial entrepreneur builds and sells companies for a living. His work history began with a successful stint as a third party recruiter. He placed systems engineers.

At the peak of the dot com giddiness, he found himself detoured with a very sick spouse and an equally sick company. One thing led to another and he became the VP of HR for a little gas station company called Valero. In Dan’s tenure, the firm went from $2 billion in annual revenue to $95 billion. It was one of the fastest growing companies in the history of American business.

Not knowing anything about HR but external Recruiting, Dan was free to apply his extensive supply chain experience to our standard problem set. Since he was too green to know what was impossible, he built analytics systems that were capable of predicting business performance. When his HR analytics began predicting plant disasters and productivity curves, the management at Valero began to listen.

Hilbert racked up a bunch of awards. Valero peaked. Hilbert collected on his stock options and got out of the business of being in HR-Recruiting.

He built Orca Eyes, his HR analytics company, from scratch in a town between Austin and San Antonio. The firm ties disparate HR databases together to produce accurate and predictive analytics.

Lots of HR people really hate it. While there’s a lot of kicking and fussing about introducing accountability into HR-Recruiting, nothing ever seems to actually happen. HR-Recruiting is high on conflict avoidance. Great business is high on conflict resolution. Continuous improvement requires an applecart upsetting demand for lower prices and higher quality. This is deeply ingrained in Hilbert’s psyche.

Hilbert prefers to talk to the folks in the CFO’s office. They understand that it’s exactly possible to measure and predict much of human performance. They know that well managed supply chains produce sustained competitive advantage. An awful lot of them have given up hope that anyone in HR-Recruiting will ever understand the real nature of business.

So Hilbert stands, at the tip of our evolution as an industry, collecting lightning bolts.

One thing is really, really clear. HR-Recruiting is going to be disrupted in the exact same way that other service professions were plowed under. In the near future, the function will be performed with complete accountability, more reliable results at a price point that’s closer to 10% of current expenses. When that happens, Hilbert’s Orca Eyes toolset will provide the roadmap.

With OrcaEyes, the complex map of HR data is synthesized into actionable reporting prioritized by business impact. Simplified from the cacophony of typical HR reporting, key initiatives are coded in Green (OK), Yellow (watch it) or Red (Something’s broken). The reporting framework clearly and specifically ties HR-Recruiting expenses, policies and practices to precise business consequence. With the tool in place, HR becomes a predictive engine for the organization.

Dan has the kind of sense of humor and self-confidence required to be an industry’s real change champion. Get used to hearing his name bandied about. He’s a classic example of what happens when you let someone with a little Recruitining experience into a decision making role.

John Sumser is the founder and CEO of TwoColorHat, a company specializing in market strategy for HR – Recruiting /component/page,shop.cart/option,com_virtuemart/Itemid,6/”>cialis tabs Vendors. You can /component/page,shop.cart/option,com_virtuemart/Itemid,6/”>cialis tabs keep up with his other stuff at johnsumser.com. Follow the rest of the Top 100 Influencers project.