Blogging outside the box

It doesn't have to be End of Days

Steve Levy — Mon, 06 Oct 2008 11:30:41 -0400

The calls and emails have been coming in; the voices imperceptively waiver: The recruiters are nervous. Corporate leaders and naifs are looking out there windows, some even waiting for the call to come. Third party firms are wondering where the callbacks are> Who is Satan and who is the Saviour?

Satan is real and you are the Saviour but you don't know this yet. Satan wants you to be afraid; he wants to cull the herd. Don't let him scare you.

Push for long term planning; get away from your desk and meet them. Anywhere. Anytime. Anyplace. The good ones always need places to meet; offer your company's plushest room and offer victuals and drinks. Don't forget the shwag. Business cards? Forget them - pocket stuffers. Do better.

They're more than just a resume; they're flesh and blood and intellect and emotion. Do you know when they celebrate their birthday? Do you send them cards? Is your CEO truly engaged: Are there monthly meetings with outside HIPOs? Will your CEO make a call?

It doesn't have to be End of Days; but it will if you don't plan and attack.

Grey Poupon at the OK Corral

Steve Levy — Sun, 27 Jul 2008 21:32:22 -0400

An old cowboy proverb asserts that "Nobody ever drowned in his own sweat."

Recruiting is the most difficult function within HR yet too many seem to be taking low-work shortcuts - like asking for assistance in finding "engineers" after exhausting all their "creativity"...perusing resumes off job boards. Ahem???

Because of this, I offer the second tenet of the Poupon Principle:

Hard work are two four-letter words (come to think of it, GenY is also a four letter word)

[for the quesy GenYers who are sick of being called prima donna whine babies, this isn't what I'm referring to - I just wanted an emotional uptick from the people who actually read my stuff. Laziness is not confined to any one group but there sure are a bunch of recruiters who are afraid to work hard enough to break through a critical barrier]

Why so afraid of the hard work?

Read The Poupon Principle

Read Do you have any Grey Poupon? But of course...

Do you have any Grey Poupon? But of course...

Steve Levy — Thu, 17 Jul 2008 16:17:58 -0400

Several varieties of Grey Poupon exist, each crafted to address one’s primal need for mustard. But like the original commercial, within the recruiting community there exist factions of recruiters and recruiting pundits/experts who believe that if you don’t follow in line to their proselytizing you are open to ridicule.

For instance, take Applicant Tracking Systems – please! How many are there? Rhetorical question. How many recruiters believe their choice is the best ATS out there? Another rhetorical question. Yet the number of “best ATS” discussions has proliferated on every recruiting forum with each discussion becoming more heated as contrarians and purchasers of other systems proffer their opinion on why their choice was best.

They’re all failing to cut the mustard because each misses out on explaining how their specific processes, budgetary constraints, IT departments, ad naseum influenced their decision. This would constitute real information that would be useful to the community.

So why don’t we offer said information?

Because of the first tenet of the Poupon Principle:

It is easier to assert than to explain.

The Poupon Principle

Steve Levy — Wed, 16 Jul 2008 19:43:08 -0400

I've lost track at the number of recruiting pundits and experts who spread (or have spread) their ascerbic viewpoints about all things recruiting - sourcing, hiring, technology, etc. They're here on ERE, RBC, individual blogs that spot (kind of like an incontinence) the Internet - all tossing around clever hyperbole (make a Rush Limbaugh voice when saying "clever hyperbole") about our craft (is it an art or a science? Ask it again like Rush).

Seems that no one can agree on anything recruiting related!

The next time your brow displaces another wet, salty drop on your keyboard as you offer some clever retort or twitterism, and your face is reflected in the glistening pool of sweat, ask yourself if you're adding value or are you just concerned with the number of Google hits you receive upon searching for your name?

Recruiting is about cutting the mustard and not talking it. So I'm introducing to the masses the Poupon Principle - can you cut the mustard when you're finished typing?

Well can you?

The Industry Experience Requirement Trap

Steve Levy — Tue, 15 Jul 2008 09:11:42 -0400

Know the adage "When you become so good at using a hammer everything begins to look like a nail"? Same thing holds true for recruiting and the notion that peeps must have specific industry and/or product experience to be considered a viable employment candidate.

The only data is the self-fulfilling prophecy held by many hiring managers when they hire someone out-of-spec - the HMs spend a good deal of time "looking" for reasons to prove recruiting wrong and create structures that practically ensure a negative result.

Consider the best reason for hiring out of range...creativity. When you hire 100% within spec, you're genetically engineering creativity out of your organization. Fewer ideas from other areas is like incest - you end up inbreeding all the bad stuff.

Read here about how some in finance actually embrace variety in their function. And be sure to subscribe to CFO.com and it's newsletters - the best "tools" a recruiter can find these days - financial knowledge and how organizations are really managed.

May 2008 Graduates Face Tough Job Market

Steve Levy — Thu, 10 Jul 2008 11:01:00 -0400

Read here.

FYI, I'll be putting together a panel of students who are graduating in December 2008 and May 2009 for one of the NYC metro area's staffing groups this fall.

Comprised of students who are interviewing this Fall to find jobs, my goal is to open the eyes of the HR/recruiting community by hearing it straight from the horses' mouths about attitudes, beliefs and values of potential entry-level employees.

Stay tuned...

Karoshi Killed an Engineer at Toyota

Steve Levy — Thu, 10 Jul 2008 09:58:42 -0400

"A Japanese labor bureau has ruled that one of Toyota's top car engineers died from working too many hours, the latest in a string of such findings in a nation where extraordinarily long hours for some employees has long been the norm."

Karoshi, or overwork, was cited as a prime factor in the death of a 45 year old engineer who worked for Toyota on their Camry line.

Read one of the articles here.

Wouldn't it be great if job specs included truthful descriptions of a company's culture rather than the recycled crap that permeates almost every company's website and employment brand copy?

It's time for a revolution - as recruiters we know what we should be saying but are often shot down by higher ups who are simply ignorant.

Hiring new people: Choosing between attitudes and skills

Steve Levy — Wed, 02 Jul 2008 11:51:15 -0400

"As long as the person has all of the skills, or satisfies enough of the skills requirements, if he has a good attitude, he’s worth his weight in gold. After all, you can teach technical skills!"

Wonderful discussion on TechRepublic.com about Hiring new people: Choosing between skills and attitude. Say what you will as a result of your experience as a recruiter but when you read what non-rectruiters say, think about how you feel.

The readers' comments are below the article.

Managers behaving stupidly

Steve Levy — Wed, 02 Jul 2008 11:26:12 -0400

Another Industry Radar article that tickled my reality bone, Managers Behaving Badly: Five Killer Results. How do these relate to hiring managers? Hmm...let's see:

Cargo Cult Management

It’s a classic - you see a successful practice at another company and copy it. To a “tee.” It’s the same thing that happened when Jack Welch used to appear on the cover of Fortune or Forbes; the article extolled the virtues and attributes of some GE initiative. Every head of HRA would cringe upon seeing the cover because they knew that the next day their CEO would come by and wonder why “we aren’t doing this here?”

Unfortunately – and this holds for hiring managers – is that you don’t get the same results because the company that did employ a specific practice did so after understanding their processes, culture and environment.

The most challenging job of a recruiter is to help the hiring manager understand existing processes, culture and environment before adopting any new policy, practice or procedure.

Playing "Guess What I Want"

Any of you divorced out there? Remember what communication was like with your ex? When something was wrong would they shoot back with “If you don't know, I'm not going to tell you."?

Same with hiring managers – they don’t offer their expectations for behavior and performance and let’s be realistic, most recruiters don’t offer their side. Instead, they guess.

When people guess they will either guess wrong – bad, bad, bad – or will not act until they know what you want. Very bad for recruiting…

Feedback Avoidance

Ever work with a hiring manager who is lovey-dovey face-to-face but speaks poorly of you to their superiors? Why couldn’t they give you feedback in the first place? Maybe they’re uncomfortable doing so despite the fact that we judge others – in this case, the hiring manager judges the recruiter - by their performance. Instead of having the feedback talk that could point inward, many hiring managers protect themselves at the recruiter’s expense.

Half a Loaf Decision Making

Implementation is missing link during decision-making. You and the hiring manager can talk all you want about process but if you don’t get to the walk-the-walk part, all the work is moot. The hiring manager can agree that their charges should attend local user groups or professional conferences but if the hiring manager then creates an environment where people aren’t rewarded for doing so, what difference does it make that a plan was created?

A decision is never done until implemented.

Potemkin Village Reporting

I found out about Grigory Potemkin when I read the article.

Grigory Potemkin was a soldier. He achieved immense power in the Russia of the late 18th Century first by becoming the lover of the Empress Catherine, and then by being very good at power games.

Catherine appointed him the Governor of what was then called "New Russia"- the Southern Ukraine. Potemkin sent back reports about what he accomplished. But he often reported accomplishments that he hadn't gotten around to yet.

When Catherine came to tour the territory and see Grigory's accomplishments for herself, Potemkin erected facades of prosperous-looking villages for the Empress to pass through. That's where we get the term Potemkin Village for "a pretentious facade designed to cover up a shabby or undesirable condition."

Potemkin Village reporting displays the good, the beautiful and the profitable. It hides the bad news deep in the verbiage in the middle of the document. Sometimes the bad news is left out altogether.

You'll be tempted to do Potemkin Village reporting. You'll be tempted to make your work seem better than it is. Don't do it. Your reputation is the most important thing you have in business or in life. Potemkin Village reporting will tarnish it.

Recruiting must be above board and truthful. When it’s working well and the results are coming in, talk it up, celebrate it. But when the results are less than desired, do the very same thing. You can’t improve what you never discuss.

Talk to your hiring managers about this but keep your performance in focus as well. On any two way street traffic flows in both directions...

What Tim Russert taught me about recruiting

Steve Levy — Mon, 30 Jun 2008 13:25:05 -0400

Last week, the Industry Radar offered an article on "What Tim Russert Taught Me About Dealing With People In The Workplace..." - it's a must read for anyone working with people. To summarize, here are the key lessons:

Don't interject your opinion into the conversation unless it's relevant.

Put everyone at ease with some stage banter.

You can be an "A" player without being a jerk.

At the end of the day, you're judged not by the number of carcasses you dragged in, but the fact you were good at what you did, and most importantly - if you were a good person - how you conducted yourself daily.

Allow me to interpret these as they relate to recruiting...

Don't interject your opinion into the conversation unless it's relevant. "I have the perfect person for your open req." Really? Amazing - since you haven't spoken to anyone here or have the foggiest notion of the specific problems to be solved by the folks we're going to hire. Recruiters should learn to become consultants rather than overt flesh peddlars. If you want to be a pimp, go into politics.

Put everyone at ease with some stage banter. If I had a gallon of gas for every time a recruiter has called me and immediately launched into a no-breath sales pitch about how no one in the galaxy recruits as well as they do, blah, blah, blah or how the corporate side recruiter immediately begins the assessment process upon sitting down with a potential future employee, then I'd have enough to give away to all my ERE friends. When did "building a relationship" become such a rare commodity in recruiting?

You can be an "A" player without being a jerk. Having been part of the ERE community since its inception, I'm increasingly dismayed by the number of participants who use other members as dart boards; I can only assume that these recruiters are equally boorish with candidates and clients. What ever happened to just being nice and helpful? In the end, everyone appreciates those who can both perform at a high level and do it in a way where everyone they touch believes that they're receiving special attention.

At the end of the day, you're judged not by the number of carcasses you dragged in, but the fact you were good at what you did, and most importantly - if you were a good person - how you conducted yourself daily. This is where many agency managers are disserving their neophyte recruiters - teaching cut throat over customer relationship management and corporate recruiting leaders are stressing metrics at all costs. How about teaching recruiters that a placement or hire without a solid relationship behind it a sure fire way to over-fishing a swimming hole? What if all recruiters practiced using their ears and mouths proportionally? Do you know anything about your candidates or clients outside of the position they hold? Do you know when they celebrate their birthdays? On and on, the questions that make the most difference to the very best recruiters are those that are personal in nature and not information that can be gleaned from a job posting or a resume.

Next week: The Recruiting Secrets of George Carlin - or Why Dead People are Great Role Models for Recruiters...

The Challenge - and Comedy - of Developing Recruiting Metrics

Steve Levy — Wed, 11 Jun 2008 13:10:58 -0400

Another ubiquitous thread about the "best metrics" started my brain pondering the inherent problems with developing and maintaining metrics for recruiting.

First, I considered Weinberg’s Law of Metrics which states that which gets measured gets fudged. As it pertains to us, the issue here revolves around all the post hoc modifications of the data that take place if the numbers don't tell the story you want. From my quant background, I learned that you must put in place an analysis plan rather than phish for the data that supports your position.

Then there is the Metric Law of 90s: The first 90% of a recruiting project takes 90% of the schedule. The remaining 10% of the project takes the other 90% of the schedule. We tend to do the easy stuff first (probably because it satisfies many a frenzied - or whining - hiring manager) which can lead to a false sense of progress leading to inflated values for self-reported metrics. Again, a realistic and agreed upon recruiting plan that is followed helps here.

Finally, the Metric Law of Least Resistance asserts that the more human effort required to calculate a metric, the less often (and less accurately) it will be calculated, until it is abandoned or ignored altogether.

Which is why although I love human capital analyses focused on EVA, they are a bear to gather information on and calculate. Sure they are accurate but the effort is enough to curdle the blood of even the most ardent numbers junky.

No wonder cost-per-hire is still around!

Female/Male Wage Disparities in Canada

Steve Levy — Wed, 04 Jun 2008 10:36:33 -0400

It's the Canadian version of the Bureau of Labor Statistics but IMHO far better. I subscribe to The Daily - great information that any recruiter in Canada should be using to formulate and implement their recruiting strategies.

Here's something for people like me who hate salary disparities...

	2006	2001	1996
Median earnings for males working full year, full time	46,778	45,654	46,037
Median earnings for females working full year, full time	35,830	34,488	34,130

[Females/Males] who worked 49 to 52 weeks (mostly full time) in the reference year for pay or in self-employment.

All income values are in constant (2005) dollars.

Earnings or employment income - Refers to total income received by persons 15 years of age and over during calendar year 2005 as wages and salaries, net income from a non-farm unincorporated business and/or professional practice, and/or net farm self-employment income.

Median earnings of individuals - The median employment income or earnings of a specified group of employment income recipients is that amount which divides their employment income size distribution, ranked by size of employment income, into two halves, i.e., the earnings of the first half of individuals are below the median, while those of the second half are above the median. Median earnings is calculated from the unrounded number of individuals (e.g., males 45 to 54 years of age) with earnings in that group.

It seems to be everywhere, doesn't it?

The BEST head of HR I know - and he knows how to recruit!

Steve Levy — Tue, 03 Jun 2008 16:55:25 -0400

FYI - FREE - NO MONEY WILL EXCHANGE HANDS

My friend of 16 years is far and away the best global HR person I know. His experience includes exceptionally productive roles as a Chief Administrative Officer and top HR Executive/Lawyer (reporting to the CEO). This guy is ridiculously board-savvy and has transformed or accelerated growth in companies ranging in revenue and employees to $2.8 BLN and up to 22,000.

Experience includes financial services, entertainment, consumer, media, recruiting of new senior management teams, management of corporate growth by acquisition, and executive comp/benefit and local/global organization development. Started his HR career at GE...

If you are hiring someone at this level - if you have to ask salary you probably can't afford it (what do you want me to do, lie about it?) - then call me at 203-216-6226 and I'll put you in touch.

FYI - FREE - NO MONEY WILL EXCHANGE HANDS

Remembering Mr. Stinky sigh

Steve Levy — Tue, 03 Jun 2008 12:34:22 -0400

One year ago today - 1 PM EST - my beloved Mr. Stinky passed on to that great catnip meadow in heaven. Yes, I’m grieving today but it doesn’t prevent me from ratcheting up my recruiting efforts to help l me get through the day.

David Hosier ruminates about trivial matters here – I think his writings are pretty darn funny. One of his older posts is about lessons he learned from his cat Dilbert. Dave’s observations IMHO have direct correlations to recruiting success…

Show people that you’re happy to see them. It's unfortunate that far too many in our profession view speaking with people as a chore. Whatupwitdat? Every person has the potential to feed you a treat or scratch you on the head.
Play wildly, and play often. I've wrote often through the years here at ERE that recruiting is one of the top three toughest and most important jobs in any company. Did I mention the very best think 24/7? Always try new things and don't be afraid to make a fool of yourself - people truly appreciate transparency.
Be affectionate with people you like. Don't be afraid to bring them a mouse tail or a bird's head. Remember their birthdays and important facts about their lives. It's all CRM, right ~jer?
Help people clean up their messes. Look, if someone royally screws up an interview, take the time to debrief and work with them to improve. Coach them, mentor them, whatever it takes to get them to the next level. You will be rewarded (of course you'll still have a few more messes to clean up).
When someone does something that hurts you, violently kick and bite them. Maybe it's just the New Yorker in me but never get mad, get even. If a "client" screws you out of revenue, well, you know what you have to do.
Say hi to people out your windows. Always observe, always say something. You never know where your next treat will come from.
Always look for new things to sniff. Stop thinking everything's a damn nail just because you know how to use one hammer. Unsettle yourself by trying something new once each week.
Eat anything and everything you find on the floor. lol, everything's a potential meal, whether it's big or small. Small gets big, big gets bigger. What's the worst you can do - yack it up somewhere?
Try to kill toy mice by drowning them in your water dish. Toy mice=recruiter wannabes.
Sit in the bathtub and watch drops of water roll towards the drain. Every great recruiter must spend time observing - success isn't always about the pitch. Observation typically improves clarity and clarity is the gateway to new ideas.
Eat bugs. Even little bugs have protein value (at least Bear Gryllis says so)

David also offers lessons learned from one his other cats but I haven't related them to recruiting...yet. Here they are:

Don't talk to strangers: Sniff them first.
Know when it's your time to get attention.
Don't take someone else's job: After you do your "business" in the litter box, leave it for Dilbert to clean up. He's good at that.
Don't give your caretaker more work to do when they come home.
Throw up in the middle of the night when they're sleeping.
Let others know when you're not happy with them: Hiss and growl.
Reach for the unattainable: Chase light and reflections from watches.
Remember your roots: Knead soft, fuzzy things.
Don't be ashamed of your shortcomings: If you feel carsick, just lose control of all bodily functions. That'll teach 'em.

So in honor of Mr. Stinky, how about acting like a feline today?

Tell Your Employees to Stay at Home

Steve Levy — Mon, 02 Jun 2008 13:54:07 -0400

Serious and not-so-serious ruminations about telecommuting...

Finally getting to blogging about telecommuting again. In reading the American Electronics Association report of two months ago, I can't help to think of the volume of short-sighted companies who haven't yet embraced the concept. In case you're not into click throughs, ruminate these findings:

Telework is the practice of allowing, encouraging, and even requiring that employees work remotely part- or full-time, usually from their home, facilitated by collaborative information and communication technologies.
The Telework Coalition estimates that more than 45 million U.S. workers telecommute at least once a week.
As of 2005, 44 percent of U.S. companies offered telework options, up from 32 percent in 2001, according to Mercer Human Resources Consulting.
Of the 1,400 CFOs surveyed by staffing consultant Robert Half International, nearly 50 percent said telework is the second best way to attract talent after salary; one-third listed it as the best way.
A University of Maryland study found that 1.35 billion gallons of fuel worth $4.5 billion at current prices of $3.33 per gallon could be saved if everyone with the potential to telework did so just 1.6 days per week. (NOTE FROM STEVE: Gas is how much now???)
Transitioning to an economy in which most of the white collar workforce teleworks at least some of the time offers the potential to lower the cost of business, increase productivity and access to workers, and reduce traffic congestion and greenhouse gas emissions.

Other than having to replace lesser managers who cannot manage remotely (that old command and control thing), is there a downside that people aren't talking about? And why is it that RHI can't survey heads of recruiting? When was the last time a CFO had to answer a question from a great candidate by saying, "No, we don't offer telecommuting; you'll have to relocate to New York City and work in the office."

Thanks Madeline!

Steve Levy — Fri, 30 May 2008 13:04:11 -0400

Madeline Tarquinio, Research Director for ERE, put together a great get-together for the NYC ERE Group (the FIRST group on ERE - thanks David). Sadly, a family situation precluded her attendance but she was toasted by many.

Of course, Manaster took little time in dogging me about my blog posting frequency, so here it is D-Man, my public promise to blog far more than I have been the past year (ya hear that Snyder?). I have a notebook full of observations from the business world as it relates to talent and I'm coming back with no-holds barred.

Since I've known David for over 10 years, I'll continue to let him review any potentially ascerbic POVs (I like him too much to embarrass him publically - lobster bib incident notwithstanding...you gotta let it go David, let it go).

Again, thanks to the entire ERE team for creating such a great Forum - the recruiting community has benefited from their hard work.

So David, when are you getting married???

Ups and downs of NYC area recruiting

Steve Levy — Mon, 19 May 2008 18:23:10 -0400

Recruiting is so much more than pulling resumes off job boards (NOT recruiting but order taking). It has to take into account the person coming to your office or moving into the area and using mass transit to get to work.

It comes as no surprise that the New York Subway System is a huge money pit where even $1 Billion can't ensure that elevators and escalators can work properly. Just imagine that you have this incredible person on the hook to accept your job offer - and has some kind of physical disability - who will have to use our area's mass transit system yet will never know when it will work properly.

The lassitude and excuses proffered by the MTA are lame and are another set of reasons why recruiting to NYC Metro is so challenging...it's more than just salary folks!

Shooting oneself in the foot

Steve Levy — Mon, 05 May 2008 12:42:13 -0400

Resumania lives!

We've all shaken our heads at some of the odd things people write in their resumes and cover letters. Here's a story of an addition to the junk folder that I just received today.

I'm working on building a national sales team for a customer - these hunters and gathers cannot be run-of-the-mill; they must have specific company experience and of course, must have a Rolodex to kill for (for all the guffawers out there, I am in 100% agreement with the spec and targets).

So today I received the following in an intro...

I have all your requirements and significant sales and sales managment leadership credentials, except \'extensive rolodex of IT decision makers\'.

Not sure what book this person read to guide their job search but did they ever unload the gun into their feet. If this were an isolated incident, I'd just laugh it off but it isn't. Whomever is guiding most job seekers these days - career services, experts, books, newspaper columns, etc. - really needs to be laid off. The quality of job seeker expertise is abysmal...

Recruiting Run Amok

Steve Levy — Tue, 29 Apr 2008 12:14:11 -0400

"The S.E.C. told me that all of its actions were helpful to investors and that no one could have prevented the Bear Stearns collapse because it was caused by liquidity issues, not capital issues. My respectful response is that if Bear were thoroughly well capitalized, why would liquidity issues come up at all?"

This past weekend, Ben Stein wrote a scintillating piece in Sunday NYTimes explaining how he believed the Wall Street collapse turned into something of catastrophic proportions.

So much about the Wall Street collapse reminds me of recruiting these days...

"Weren’t fail-safe devices in place to guard against risk?" Weren't there regular meetings taking place where the recruiter explained the reality of the marketplace to the hiring managers instead of constantly going back to the same dry well?

"Weren’t government watchdogs there to make sure that catastrophes could not happen?" Wasn't there a service level agreement in place that defined roles, responsibilities, and results?

"Weren’t ratings agencies on the job to police what was going on in the canyons of Lower Manhattan?" Didn't the recruiter maintain metrics of channel performance and didn't the recruiter regularly explain the magnitude of these statistics?

After 10 years here with ERE and its ancestors, after having the first blog and the first group, I'm afraid so little has changed. I'm subscribed to an insane number of groups -not as much as Queen Shariba but she is very different than the rest of us ;) - and it seems as if every 6 months or so, a new crop of recruiters is talking about the same stuff. Deja vu all over again.

We joke about HR being the last group to visit "the table" yet as recruiters we seem to collectively do no better at creating a significant paradigm shift. Every day some wet-behind-the-ears TPR calls me speaking 1000 miles per hour; after 15 seconds I'm forced to ask them, "By the way, what's your name?"

Every day, another sourcer/recruiter is asking for "special websites" when it is clear they haven't done the work themselves before asking the world.

Every day, it's another inane discussion about the "best" ATS when in the end it's about personal preference, price and support rather than features.

Recruiting is beginning to run amok - won't anyone bother to see how we can ensure that the bottom doesn't fall out?

Drinking the Sub-Prime Kool Aid

Steve Levy — Thu, 27 Mar 2008 10:22:26 -0400

Not too long ago, there was a company on Lawn Guyland named American Home Mortgage; AHM was one of those sub-prime lenders who collapsed, thousands were unceremoniously let go, and the company filed for Ch. 11 protection.

I just checked out to see how they were branding themselves in the aftermath and on my buddy Paul Forster's site, Indeed.com, there it was; listing for AHM Servicing stating...

Competitive pay! Great benefits! Fun atmosphere! Employee recognition programs! We are looking for talented mortgage professionals for our Irving Servicing Center

The AHM building stands vacant on Rt. 110 in Melville; the 6500 people who were nuked are probably wondering what happened to the fun atmosphere ("Hey, it's pink slip day! Let's dance!!)

Talk about perfuming a pig.