Archive for August, 2010

Corporate In-Kind Donations Up 5 Percent in 2009



While corporations cut back their charitable giving in 2009, non-cash contributions by U.S.-based companies rose by 5 percent, USA Today reports.

A recent survey of the nation’s largest companies conducted by the Chronicle of Philanthropy and USA Today found that the dollar amount of cash grants awarded by U.S.-based corporations declined some 7.5 percent, to $3.9 billion, in 2009. The survey also found that non-cash contributions of items such as computer equipment, software, drugs, and employees’ time accounted for more than 50 percent of the total charitable contributions at nineteen of the companies surveyed. For example, employees at Bank of America, which contributed $209.1 million to charity in 2009, donated 800,000 hours of service and have pledged to donate a million hours in 2010.

Corporations have long encouraged their employees to volunteer their time and expertise to community-based organizations. Microsoft, for example, awards paid time off to as many as five employees a year, matching up to $17 for every volunteer hour served. In return, participants in the program help shape and run the company’s charitable giving program.

“Without these people, there is no way that my team of two could sit and dream up the kinds of innovative things that they do each year,” said Akhtar Badshah, senior director of global community affairs at Microsoft. “It also builds this momentum for giving that has all sorts of spillover and impact throughout the year.”

Garton, Christie. “Companies Donate Employees’ Time, Service Instead of Cash.” USA Today 8/08/10.

Source: Philanthropy News Digest

On Demand - The TRUTH About What Boards Want: Passion, Partners and Alignment




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Title: The TRUTH About What Boards Want: Passion, Partners and Alignment
Presenter: June Bradham, CFRE, President and Founder of Corporate DevelopMint and author of “The TRUTH About What Boards Want: Passion, Partners and Alignment”
Duration: 90 minutes

This program has been approved for the specified amount of points in Category 1.B Education of the CFRE International application for initial certification and/or recertification.


Summary
The number one predictor of fundraising success is the amount of giving by the board(s) and their giving is directly related to their satisfaction. Learn why ensuring our boards’ engagement must become a top priority for each institution.

In this session, June Bradham reveals interview results with some of the world’s most sought after board members from three continents. Find out what makes them tick, what makes them happy, and yes, what makes them give. From choosing the best new board members—when you have that luxury—to reenergizing those once-great members whose enthusiasm might be waning, June will surprise you with real-life examples of non-profits which have found renewed success simply by giving board members what they want. You will get practical tips for bringing your leadership’s goals, the institution’s needs, and the board’s wants into AlignMint™: The correct positioning of different leadership components within an institution (i.e. president, governing board, advisory boards, campaign committees) so that each component can perform with maximum effectiveness to achieve the mission of the institution.

Once that is accomplished, the rest is easy.

Participants will learn:
1. Why alignment is important to fundraising success.
2. To assess the level of alignment between board member wants and organizational leadership’s needs.
3. To improve the board experience without compromising the mission of the organization.
4. To create the right board dynamic/board make-up to reach your organization’s goals.

Who should attend:
CEOs, Executive Directors, Senior Nonprofit Management, Board Members, Senior Development Officers

Skill level: Intermediate; Advanced

Cost:

$99.00 - Click here to purchase + Book if you are an Employer

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$99.00 - Click here to purchase + Book if you are a Job Seeker
(you must login to your job seeker account to purchase)
  • Books are fulfilled and shipped (UPS Ground) by publisher, John Wiley & Sons, Inc.
  • For orders placed more than ten business days in advance of webinar, recipients should receive book prior to webinar event date
  • For orders placed less than ten business days prior to webinar, recipients should receive book within 5-7 business days after webinar event date.


Faculty Bio
June Bradham, CFRE, is the president and founder of Corporate DevelopMint, a fundraising consulting firm headquartered in Charleston. Under her leadership, Corporate DevelopMint has served over 200 non-profits directing campaigns of $2 million to over $1 billion.

Recognized for her expertise in strategic planning and board dynamics, June is a sought after speaker. June’s groundbreaking and insightful book on board dynamics, The Truth about What Nonprofit Boards Want: The Nine Little Things that Matter Most, (Wiley & Sons 2009) is fast becoming one the industry’s most talked about books.


About the book
The Truth About What Nonprofit Boards Want is a must read for every executive and fundraiser who wonders how to attract and retain passionate and generous board members. Just listen to the Truth: stories from the mouths of high value volunteer leaders uncovered during extensive interviews with board members from around the world. The insight offered by these visionary leaders combined with June’s decades of fundraising experience draw back the curtain on what really makes board members tick–and give. This is the perfect gift for board members!


What people are saying about TRUTH:
“Having recently attended a TRUTH workshop, I am inspired to offer the St. Tammany Hospital Foundation Board of Trustees the opportunity to excel as a board by concentrating on the nine little things that matter most. I will begin by giving them more time to socialize, making sure that important decisions are made at every meeting, and giving them a chance to bring their skills to the table. We are fortunate that June has taken the time to travel the world to seek out these truths and share them with us!”

–Ms. Charles Ann Strickland, Executive Director
St. Tammany Hospital Foundation

“At once, The Truth is refreshingly candid and deeply insightful. June Bradham is without peer in her ability to understand volunteer boards, and this understanding creates for us all more meaningful relationships and far more successful organizations. All boards and staff can use this book well…and for good.”

-Paula Harper Bethea, Chair Emeritus, United Way of American’s Board of Governors
Director, External Relations, McNair Law Firm, PA


AlignMintTM – What does it have to do with Fundraising?



By: June Bradham

AlignMint™ is, simply put, one of the most essential components of a wildly successful fundraising program. And exactly how it impacts fundraising is pretty interesting.

The initial impetus for the entire The Truth about What Nonprofit Board Members Want project was a disturbing observation that I had had over and over in the past several years. I noticed that many of the nonprofit board members with whom I had worked were just not all that engaged with the organization they were leading. Oh, they attended meetings – most of the time – and they made contributions – most of the time – but too often they just seemed to be going through the motions. Their heart was just not in the cause.

That set me to wondering. Why were these very capable, intelligent, resourceful men and women not more enthusiastic? My search for the answer to that question is what led to the conclusions summarized in my book.

But what does all of that have to do with fundraising success? To understand the answer, first remember that every nonprofit has three major components: its board(s), its leader or CEO, and its staff. Any good work that a nonprofit does will come as a result of the actions of one or, more often, all of those components.

In the most successful organizations, each component is fully committed to the mission of the organization. There is a shared sense of purpose and focus – everyone is working hard to move the organization forward. If you have participated in an organization like this, you know what a joy it is to be a part of such an environment. The enthusiasm and energy are incredible. Each of the parts is “aligned” with the other – almost like the wheels on a car – when perfectly in balance, precisely aimed, and moving together, the car goes right where it’s aimed. This organization is going somewhere good, and everyone is excited about the journey.

When the three components are aligned, there is also a natural tendency for everyone involved to become an enthusiastic ambassador for the organization. Often, those involved just can’t wait to talk about the good work the organization is doing or has planned for the future. Everyone feels part of something greater than themselves; they are helping good things to happen in the community, whether that community is large or small, local or national.

And that brings us right back to the impact of the board on fundraising. From Corporate DevelopMint’s own research, I knew that board giving was the single most powerful predictor of overall fundraising success. When the board was sufficiently committed to give generously, they became visible and powerful models for other donors. They were willing to talk about exactly why they were willing to give generous support. The example they set and the enthusiasm with which they talk motivates others to give as well.

Can board members offer large gifts even when they are not really engaged, when there is a low level of AlignMint in evidence? Sometimes. But even those gifts will remain only a fraction of what that board member could give if he or she were really engaged.

So what causes board members to give stretch gifts? Stretch gifts come when a board member feels a deep sense of commitment to and engagement with the organization. And engagement comes first from a feeling of personal satisfaction. Board members want to have a real leadership impact on the organization – they don’t want to sit at meetings and just nod their heads in reaction to boring staff reports. They want their participation to make a difference. And second, they want to work with a first rate CEO – someone who has an inspiring vision for the future and who will lead. Put those two key elements together – substantive decision making and an A team CEO and you’ll get engagement. Because board members will start to care about what happens to this organization. They’re helping lead it – they’ve got a great CEO. And things are happening!

And once you get engagement, that’s when the stretch gifts come. In interview after interview, board members explained that to me. They give the most when they care the most. And they start to care when a great CEO has helped them become an active, real decision making board. The CEO is helping the board get engaged, the Board is helping the CEO move the organization forward. AlignMint™ is emerging.

I believe that assessing the degree of board engagement – AlignMint™– is one of the most important preparatory steps an organization can take before it moves into a fundraising campaign. Remember that the success of that campaign will be heavily influenced by how engaged your board members are. They will be helping set the bar for all major gifts you will receive. Take the time to see how engaged your board is – check to see if your CEO and board are well aligned and really engaged. If they are, your campaign has a good starting point. If not, however, take action to increase board engagement and improve the sense of partnership between the CEO and the Board – your fundraising results will show you important that preparation was.

About the author:
June Bradham is the founder and President of Corporate DevelopMint, a strategic fundraising consulting firm with over 20 years of service to the nonprofit community. Her first book, The Truth About What Nonprofit Boards Want: Nine Little Things That Matter Most was released by Wiley & Sons in May 2009. June, and the Corporate DevelopMint consultants, are available for retreats and interactive workshops which use groundbreaking survey instruments to help get leadership and board members into alignment as well as available to assist with any of your fundraising needs.

OK Online Training - The TRUTH About What Boards Want: Passion, Partners and Alignment
Date: Wed., September 22, 2010
Time: 11:00 a.m. PST/ 2:00 p.m. EST
Presenter: June Bradham, CFRE, President and Founder of Corporate DevelopMint

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Nonprofits Lead For-Profits in Social Marketing



How many times have you heard people say, “Think of all charities can learn from the corporate world?” Now, it appears that nonprofits might have something to teach their for-profit marketing counterparts. According to a survey from the University of Massachusetts Dartmouth Center for Marketing Research, charities are outpacing large and small businesses in adopting social marketing.

Findings reported in eMarketer show that as of 2009, 97 percent of large charitable organizations surveyed were using some form of social media. That compares with only 80 percent of companies in the Inc. 500, a list of the fastest-growing private companies in the U.S., who say they are social media users.

Other findings show that charities are heavy users of Twitter and that they “flooded social networking sites even more quickly than corporate marketers.” Not surprisingly, some corporate marketers are applying lessons from nonprofits. According to eMarketer, corporations are “touting their community-friendly initiatives, like Dawn dish soap’s Everyday Wildlife Champions, which shows off Dawn’s longtime commitment to helping wildlife, or the Pepsi Refresh Project, which donates money to charity.” Looks like this definitely a story to tweet about.

Source: The Nonprofit Quarterly

More Mature Workers Compete for Internships



Wet behind the ears does not describe every applicant seeking an internship this fall, with many employers seeing applications from experienced workers and even applicants over 50 years old.

Those observations were made in an employer survey by CareerBuilder, which says the end result will be stiff competition for internships this fall.

It says 23 percent of employers surveyed report they are seeing internship applications from workers with more than 10 years experience or workers age 50 or older.

“The last 18 months have reshaped internships as more than an experience-builder for college students. Now they are also a way for experienced workers to explore new opportunities,” said Rosemary Haefner, vice president of human resources at CareerBuilder.

“Internships can act as an extended, full-time job interview, and potentially lead to more opportunities for college students and more seasoned employees.”

CareerBuilder says 27 percent of companies surveyed plan to hire interns during the remainder of 2010.

Since the recession began, competition for internships in several industries has become fierce.

When the Birmingham Business Journal looked at trends in law firm internships earlier this year, local firms said the application process had become more competitive, since many firms across the nation have cut back on their programs.

Source: Birmingham Business Journal

LinkedIn as a Job Search Tool



By: Mauri Schwartz

LinkedIn should be the research tool of choice for most job seekers. As a professional networking site, it includes professional profiles of its members. Build your network by asking those you already know to connect on LinkedIn. The more “connected” your connections are, the more fruitful your searches will be. I recommend building to at least 75-100 connections with most of them being people in your industry. But please… when you ask someone to connect, personalize your request. Never use LinkedIn’s default message.

I also recommend that you join several groups as you will be able to communicate directly to nearly everyone in each group. There are groups for industries, alumni associations, professional associations, etc. There are nearly 50,000 groups for nonprofit associations (in English), including one for Opportunity Knocks! I suggest you choose only the ones which are most relevant to you. Managing emails from groups can be a challenge if you belong to too many of them.

On LinkedIn, click on Groups at the top of your home page and then Groups Directory. On the left side, there is a search box. The first field allows you to enter keywords. Use this to narrow your search to groups which are pertinent to you. For example, if your specialty is education, then you should type in education. You may further refine your search by entering “education San Francisco” to identify local groups.

If you already know the name of the group you want to join, you can enter it into this field, such as “Opportunity Knocks”. The second field has a list of categories and there is one for Nonprofits. Finally, the third box allows you to select a language - since LinkedIn is used around the world. LinkedIn’s advanced search capability allows you to search by title, company, location, groups, and 10-12 other criteria. The results will tell you how you may be connected to your target, identifying those you already know who are connected to her/him. This allows you to ask for a personal introduction which is the best way to contact a target, allowing you to make a warm call rather than a cold call. Or you may have something else in common, such as a previous employer or university that you can point out in your communication.

Once you have identified your target, contact them directly by email or phone (yes!). If you want one of your connections to introduce you, you can send a message directly from LinkedIn. However, I strongly urge you to contact your connection via phone first and then by email. Not everyone elects to receive requests from LinkedIn on a daily basis. Some only elect to see them when they log into LinkedIn.

If you don’t have any connections to your target, go ahead and contact the person directly. If s/he belongs to one of your groups, you can try to send a message directly via LinkedIn. However, this is another feature that LinkedIn members can opt out of when joining the group. Fortunately, the default is to allow messages. But you won’t know for sure if you can reach this person directly.

Instead of paying LinkedIn for the capability of sending messages directly, use the method described below to ascertain the email address of your targeted hiring manager. This way you will be able to craft a more personal cover letter (but keep it short and to the point), attach your resume, and send as a regular email.

Find an email address

It is fairly easy to ascertain someone’s email address since most companies have a standard format. Google the domain name (“@domainname.com”) for the company you have targeted and scroll through the results until you find someone’s email address. You may have to look through a few pages of results before you find someone.


About the Author
Mauri Schwartz, President of Career Insiders, is a leading figure in the San Francisco Bay Area career management community. Career Insiders consults with companies and nonprofit organizations in the form of outplacement and hiring assistance, as well as with individual job seekers. In addition to her outstanding success rate in helping clients achieve their career goals, Mauri is a frequent speaker at conferences, job fairs, and career panels. She serves as Adjunct Advisor of Career Services at the Haas School of Business, University of California, Berkeley. Mauri’s motivational style uses techniques that combine old fashioned interpersonal relationship building skills with the latest technological tools.

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Social Entrepreneurs Blur Borders



In their efforts to promote progress on some of society’s most pressing problems, social entrepreneurs increasingly are applying strategies from arenas outside the nonprofit sector, a new survey says.

Almost half the social entrepreneurs surveyed by Echoing Green in 2010 previously worked in the for-profit arena, a jump of 13 percent from 2008, while 15 percent fewer have worked in the nonprofit or government sectors.

And more than a third structured their social-venture organizations as hybrids, containing characteristics of both for-profit and nonprofit organizations, up almost 20 percent from 2007.

Over the same time period, the number of social ventures set up as nonprofits declined by almost 20 percent.

Social entrepreneurs tend to be fairly young, with more seven in 10 of those surveyed stating their age as 35 or younger in 2009.

They also became interested in social change early in their lives, with almost two-thirds first studying their chosen social-change issue during college.

And more than a third are “serial entrepreneurs,” having founded at least one other organization, of which more than seven in 10 remain in existence.

The survey pool is made up of the almost 300 social entrepreneurs who were selected as semi-finalists for Echoing Green’s social entrepreneurship fellowship.

Echoing Green is an organization that invests in and promotes the work of social entrepreneurs around the world. To date, it has provided more than $28 million in seed funding to social entrepreneurs.

Source: Philanthropy Journal

Unemployment extension 101: Why now is a good time for temp jobs



It could be a good time to head to the fields to help farmers pick corn. Or maybe find a small business in need of seasonal help.

Until recently it probably wasn’t the best financial idea for anyone collecting federal unemployment extension benefits to seek temporary work. Doing so may have meant receiving a lower level of unemployment benefits in the future.

But President Obama eliminated that potential penalty with the Emergency Unemployment Compensation Fix (EUC Fix) when he signed the latest unemployment benefits extension bill on July 22.

Here are some questions relating to the new change and the issue of temp work:

Do employment specialists think it’s a good idea to take a temp job?

Anyone who has been out of work for six months or more should consider a temp job, says John Challenger of Challenger Gray & Christmas, a Chicago outplacement firm.

“It’s not healthy just sitting around at the computer waiting for a job,” he reasons. “Getting back to work is rejuvenating,” he says, adding, “It’s a good way to show you are filling in the gaps while unemployed.”

Pamela Garber, a New York psychotherapist in private practice, often recommends that her clients do temp work in between jobs or making a career change. She says it can give an individual “a forward thought process” by having new challenges. And, she says in an email, they get to learn about different companies “via the front row.”

In fact, according to Tina Chen, director of operations for Carlisle Staffing in Westmont, Ill., many companies view temps as trial employees.

“A lot of business owners are looking to be efficient, they are cognizant of hiring costs and want to be sure they made the right decisions,” says Ms. Chen. “So, we can be considered an extension of their HR department if they want to do a test drive to make sure they have right employee.”

What are the hottest areas for temps?

Temp hiring tends to go through a cycle, says William Grubbs, Chief Operating Officer at SFN Group (formerly Spherion), a staffing company based in Ft. Lauderdale, Fla. For example, first companies hire light industrial workers, then clerical and then service professionals, such as finance and accounting, he says.

“Now we are seeing a momentum in all the skill sets,” he says.

In fact, the higher the skill level, the hotter the demand from employers, says Janice Bryant Howroyd, the CEO of Torrance, California-based AppleOne, an international staffing company. She specifically says demand is good for individuals with experience in graphic design and engineering.

If I get a temp job will I receive vacations and medical benefits?

Low-skilled workers often don’t get these benefits. But, high-skilled workers may earn time off and bonuses the longer they work for a company, says Bill Driscoll, a Boston-based regional president at Robert Half International, which he says also offers access to health care benefits to many of its professional workers.

What’s the downside to working in a temp job?

First, the salary may be less since the staffing company will be getting a fee that will be factored into how much you will get paid. Secondly, if a company runs into a slow period, temps are usually the first to be let go. “We saw that in the last downturn when temporary help staffing started down in January 2007, well before the layoffs of permanent workers,” says Mr. Grubbs.

In the past, the unemployment compensation issue was also a detriment. What has changed?

Federal law has always required state unemployment agencies to reexamine a claimant’s unemployment benefits after 52 weeks. Before the EUC Fix was made, some claimants collecting federal extension benefits who worked part-time or took temp jobs could find themselves forced to start a new round of regular state benefits using their short-term jobs as their base. The end result: much lower benefits. But, now, individuals will no longer be penalized as long as certain thresholds are met.

What are those thresholds?

If wages earned on your temp job mean your new state unemployment benefit rate will be $100 or 25 percent less than your current (higher) weekly benefit amount, you would qualify for the higher federal rate. Otherwise, you will move to a new regular state benefits claim.

“Say someone had been getting $300 a week in federal unemployment insurance, and they would drop to $200 a week in state benefits after their temp work,” says George Wentworth, a policy analyst at the National Employment Law Project (NELP) in New York. “They would now be able to stay on the $300 federal rate because $200 represents a 33 percent drop in their benefit.”

Are all states required to adopt this change?

Yes, every state will have to honor the federal change. However, the impact of the change will vary by state because every state has different earnings qualifications.

Source: The Christian Science Monitor

Returns Rebound at Nonprofit Health-Care Groups



Following their steepest decline on record, investment returns for 85 U.S. nonprofit health-care organizations jumped an average of 18.8 percent in fiscal 2009, a new report says.

That strong showing follows a 2008 average loss of 21.2 percent, but was not enough to return to the black the average three-year annual return, which stands at a loss of 0.2 percent, says the report from the Commonfund Institute.

Combined investable assets for the 85 organizations totaled $76.8 billion in 2009, while defined-benefit plan assets totaled $26.8 billion.

The average return for defined-benefit plan assets was 21.5 percent last year, a sharp turnaround from the 26.3 percent loss posted in 2008.

“Fiscal year 2009’s results represented welcome and much-needed relief after the dismal fiscal year 2008,” John Griswold, executive director of the institute, says in a statement.

“Still, the fact remains that the average return of 18.8 percent was not enough to move trailing three-year returns into positive territory and the average 3.5 percent return for the five-year period is well short of covering health-care organizations’ spending and investment and costs, plus the added impact of inflation,” he says.

International equities posted the highest return of 37.3 percent, followed by domestic equities, with 31.2 percent, and alternative strategies, with 17 percent.

Within alternative strategies, however, private-equity real estate lost 25.8 percent, venture capital was down 10.5 percent and private equity fell 7.2 percent.

Commodities and managed futures earned 32 percent, more than any other class within alternative strategies.

As of the end of 2009, about 41 percent of health-care organizations’ investable assets were in fixed income, with 22 percent in domestic equities, 15 percent in both international equities and alternative strategies, and 7 percent in short-term securities or cash.

For defined-benefit plan assets, 34 percent was invested in domestic equities, 32 percent in fixed income, 19 percent in international equities, 12 percent in alternative strategies and 3 percent in short-term securities or cash.

The average operating budget for health-care organizations in 2009 was $946 million, down from $990 million, while capital budgets grew slightly to an average of $116 million from $109 million in 2008.

Debt levels grew for the fifth year in a row, climbing to an average of $903 million from $681 million in 2008.

Source: Philanthropy Journal

Tips to Retain New Hires — and Realize Significant Savings



Many organizations are considering ways to take advantage of the federal tax credit for hiring previously unemployed employees. What HR professionals need to pay more attention to is the retention part of this law.

The Hiring Incentives to Restore Employment (HIRE) Act, enacted in March, provides employers who hire previously unemployed workers with two new tax credits.

The first provides employers with an exemption from the employer’s 6.2 percent share of social security tax (from March 19 through the end of 2010). The second — dubbed the new hire retention credit — rewards employers who retain these new hires for 52 consecutive weeks with a business tax credit of 6.2 percent of the wages paid to the employee — up to $1,000 per worker. This new law can save companies a few thousand to several hundred thousand dollars, depending on size.

Hiring new people can be relatively easy, but retaining those new hires for a year can be surprisingly difficult for some companies. Utilizing tools such as exit interviews, employee satisfaction surveys, and mentoring programs and implementing effective new-hire strategies have proven to be effective in hiring, training and retaining top talent.

  • Exit interviews: A well-constructed exit interview program takes the guesswork out of retention planning. Before a company can implement a retention plan, leaders must understand the specific reasons employees are leaving. Exit interviews are the first line of defense to get to the root causes of employee turnover. When exit interviews are conducted and tracked properly, they identify the specific irritations that cause employees to leave. Exit interviews can be used to differentiate reasons for leaving across departments and divisions. With deeper analysis, exit interviews can point to turnover catalysts affecting classes of employees, such as generations, gender and ethnic background. For larger organizations, exit interview management technology is available to automatically slice and dice the data. Information from exit interviews is then used to create a next-steps road map to keep employees on board, satisfied and productive.


  • Employee satisfaction surveys: Although not as pointed as exit interviews, surveying current employees can provide additional insight on areas in need of reform. Employee surveys should be conducted anonymously and allow for both quantitative (numerical) and qualitative (open-ended) responses. The results may then be analyzed to gain specific feedback from those new hires eligible for the new hire retention tax credit.


  • Mentoring programs: Corporate mentoring programs have proven to be a highly effective retention strategy. For instance, one health care organization reduced its turnover of new nurse assistants from 64 percent to 4 percent in two years after beginning a new-hire mentoring program. Today, starting and administering corporate mentoring programs is easier and more cost-effective than in the past through the use of online mentoring program technology.


  • On-boarding efforts: Focused and ongoing attention to new hires can pave the way for improved employee retention for those employees eligible for the tax credit. The first 90 days are critical for moving new employees from feeling like outsiders to building ties with the organization. Surveying new hires at one or more intervals — such as 30 days, 60 days or 90 days — can provide critical information to make sure the organization is providing an appropriate new-hire experience.


Source: Talent Management

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