Searching job boards for resumes, buying recruiter licenses for LinkedIn, and offering referral bonuses are some of the most common ways employers try to source and hire difficult to find IT employees. But the most savvy companies are now taking an extra step and developing relationships with the top rated computer science schools and computer science students even before they graduate.
Of course the best CS students want to work at the best companies, so make sure yours is appealing. Assuming your company has a great culture with interesting projects that offer an opportunity to work on something truly unique, targeting top rated schools and students might be a good approach for your company as well. Don’t assume you’ll just be recruiting undergrads, although they will be the largest target group. Graduate students and others with CS experience and skills will get to know your company as well.
The point is that you are tapping into an industry resource but doing so in a very proactive way. You’re not just waiting for students to come to your job ad or booth at a recruiting fair and you’re not trying to meet them via LinkedIn or Facebook; you’re seeking them out. Smart companies are finding innovative ways to develop partnerships with CS schools to provide support and help train the next generation of CS professionals that the industry needs. In the process, they are branding their company with these future workers and gaining an edge in finding great talent.
Here are the top rated schools for CS undergraduate students as ranked by US News & World Report. Happy recruiting!
1. Massachussettes Institue of Technology (MIT)
A few weeks ago I was on a conference call planning for an upcoming panel at a diversity event that we were all a part of. On the call were people from the corporate diversity office of a large global company, their procurement department, and several other MBEs, such as ourselves. One of the procurement people made a comment that I thought was really interesting. He said that he doesn’t attend diversity events very often, and being on a panel like this one was a rarity for him. If a diverse supplier wants to meet and impress him, it won’t usually be able to be done at a diversity event. He stressed that MBE companies also need to attend events in their own industry, which is something he was much more likely to attend.
His comments stayed with me after the call because he made a really good point. When you want to do business with a company you need to make sure that more than just their diversity manager or program director knows you. You need to develop relationships with their procurement staff too, and as he pointed out, they may not be at diversity events. You need to be involved with organizations in your industry as well as diversity industry groups such as the National Minority Supplier Diversity Council (NMSDC) or DiversityBusiness.com. Your company needs to promote itself in a number of ways in order to reach a broader audience within your target companies.
For us, this means being active in the staffing industry, and so we are members of the American Staffing Association, avail ourselves of the advice and information provided by Staffing Industry Analysts, attend staffing industry conferences and events, and subscribe to a number of industry publications. This not only helps us to develop relationships with the right people at potential client companies but it keeps us up to date on trends and new developments within the staffing industry. It also shows that we continue to learn and grow and are committed to bringing the latest in best practices to our clients. What company doesn’t want to work with a proactive business partner!
Depending on the company size, you may want or need to develop relationships with others too. For example, we are a staffing firm that specializes in placing IT consultants, so we want to make sure that the CTO, IT department manager or whoever needs to hire IT consultants knows our company and what we can do for them. This involves being part of another industry and getting to know people in another part of the company from the diversity professionals or procurement. Again, this is where you have the opportunity to not only present your firm and its capabilities and status as an MBE but also position your firm as an industry leader who can bring real value to their clients. For us to best serve our IT clients, it helps that we understand the latest trends and developments in the technology industry.
The bottom line is that having contact with different individuals in different roles at a company is a best practice. Networking with only diversity professionals is too narrow a focus to ensure success. You’re more than just a diverse supplier so make sure more than just the diversity program knows who you are and what you can do. Plan to be EXACTLY WHERE THEY ARE when possible. Think about the multiple industries you may be involved in and the variety of conferences or events you should attend. Consider exhibiting and becoming a familiar face to these professionals. Suppliers need to build relationships with people who make decisions in regards to supplier selection, and those aren’t always or even ever in some cases, the diversity manager. Of course you can’t be everywhere or at everything, nor should you, but you definitely need to be thinking more broadly than just the diversity office.
Corporate Outreach Manager
It’s one of our worst nightmares: an IT contractor walks out on an assignment in the middle of the day. My heart sank when I read the story of a UI/UX Designer placed at Apple who did just that. Contract Worker Walks Out on His Dream Job at Apple – Literally. Thanks to Staffing Talk for covering Jordan Price’s self-published piece. The story in short is that Price, placed on a temporary assignment at Apple through a subcontract, thought he had landed his dream job. Instead, he reports numerous problems including a bumpy onboarding process, too many meetings that he felt were disruptive to productivity, long hours, and, most concerning, a boss who was insulting, bordering on harassing. As to why he didn’t talk to someone and just quit, he says, “I didn’t feel there was anyone to turn to. It was unclear who exactly I even worked for or who I should share my grievances with.”
There are many lessons to be learned here, certainly first and foremost by Mr. Price. He has certainly done himself a disservice in behaving this way. Talent doesn’t make up for immaturity and poor decision making skills. Knowing who you are working for is mostly your responsibility and being unsure should have sparked him to action to find out, not quit. He should have at least started by contacting the recruiter who worked with him initially and exhausted all possibilities before leaving abruptly.
Harassment is a serious issue and there are legal guidelines in California and I’m sure a policy at Apple. At ATR, during orientation, we tell our contractors to contact ATR’s HR department if they feel harassed or mistreated in any way at a client. We also emphasize that ATR is their employer. If he had contacted our HR, we would have discussed the situation with him, assessed what if any steps he had already taken, and asked what he would like us to do (i.e. talk to Apple HR, the staffing onsite, the manager, etc.) If he wanted to handle it onsite himself, we would advise him as to the best course of action and would continually follow up with him to see if the situation improved. If he wanted to leave, right away or later if things didn’t improve, we would try to place him somewhere else and find alternate candidates to replace him at Apple. He would be able to give proper notice and everyone’s reputation would be intact.
I don’t think I am relaying anything groundbreaking here except that Mr. Price’s experience shows that it doesn’t always happen. Clearly the staffing firms that he was dealing with, and that Apple had chosen, had lapses in process. What could have been done differently to prevent this? Obviously, the interview and hiring process are designed to screen out bad workers and give you people that won’t behave in this way, but nothing is foolproof. Additional steps need to be taken.
I can’t say that something like this couldn’t happen at ATR but it is much, much more unlikely because of, at the very least, two things we do:
- Check in with the employee periodically. At least within a few days of starting and then perhaps weekly or monthly depending on the length of the assignment. If onboarding doesn’t go well everything gets off to a bad start, as Price’s story exemplifies. You also want to make sure that everything continues to work out. Don’t assume they will get in touch with you – being proactive is the key.
- Check in with the client periodically. Make sure that everything is going well from the client’s point of view. Just because your contractor is happy doesn’t necessarily mean that the manager is as well. The sooner you know if there is a problem the more quickly you can address it. Small things can be taken care of before they become bigger issues with more serious consequences. Proactive client service is good client service.
Two simple steps with a huge impact. The client has some responsibility here too. If you are using contingent labor then you need to ensure that the firms you contract with have processes in place that include touching base with all parties to ensure everything is going according to plan and everyone is satisfied. These are basic KPIs in my book. I would expect that Apple has such measures and that these firms were lacking in this instance, which may result in changes.
There should be no confusion on anyone’s part about who the contractor is working for either – if there is, there’s a problem with your staffing firm. At ATR, it is clear to everyone that the contractor is our employee. As such, they are assigned to our HR personnel. When you are being recruited, your primary contact is your recruiter but once you’re hired, you’re an employee. Of course, you are more than welcome to contact your recruiter or your client’s account rep too. Everyone at ATR is happy to answer a consultant’s questions. Not everyone in the industry gives consultants access to their HR department, and we see the possible consequences thanks to Mr. Price’s tale. We feel it’s not only the right thing to do but that it makes good business sense; it’s better for both our contractors and our clients.
Stories like this one just remind me why! Make sure that you and your staffing firm are doing the right things to ensure this doesn’t happen to you.
CEO and President
ATR International, Inc.
LinkedIn is a powerful tool for any professional. But for the IT professional, LinkedIn is unique. It can provide plenty of benefits but it can also cause a lot of headaches through the sheer volume of solicitations from unknown or unprofessional recruiters.
Certainly, an exciting job opportunity is something anyone would be interested in. But for the IT professional it is especially challenging to sort through the large volume of unwanted InMails. Sorting through InMails often turns into an exercise in mass deletion; throwing out the potentially good with the bad. So how can a manageable balance be reached?
Should I just block recruiters?
Not surprisingly, one of the main requests by IT professionals on LinkedIn is how to keep recruiters from contacting them. Most IT professionals are in high demand and LinkedIn is THE platform for recruiters. So can you simply block recruiters from contacting you and should you? The quick answer is “no” on both counts. Remember, LinkedIn makes money by selling access to its user base and many of those buying access are recruiters. If they allowed users to block their profiles, LinkedIn’s revenue would surely suffer, so don’t expect to be able to block all requests across the board. Also remember, recruiters can be your best friend at certain points in your career; you want the right ones to be able to find you.
So what can I do?
There are a few tips and tricks that can be deployed. They aren’t 100% effective, but they will reduce unwanted traffic to your profile and increase traffic from people you want to hear from.
1. Intentionally misspell your title. Try “Software Enginer” or “Database Anlyst.” You won’t appear in the search results nearly as often, if at all. However, you will also have a typo in your profile, which doesn’t look good. Make sure when you are ready to make a career move that you fix it!
2. Do your due diligence before connecting with a recruiter. Recruiters that are not connected with you can pay a hefty premium to gain access to your profile. This is a major revenue stream for LinkedIn. As a result, recruiters often request a connection as a cheaper way to gain access to you in general, not because they have an opportunity specifically for you. To weed out the good from the bad, decide which types of recruiters you want to be connected with and vet accordingly before connecting. Is it a firm that you know or does it have a good reputation? You can always unconnect if needed.
3. Go to the Communications section of the Privacy & Settings page for your profile. Click on “Select who can send you invitations.” This will give you some options for limiting who can invite you to connect.
4. In the same section, click on “Select the types of messages you are willing to receive.” Select “Introductions only.” This option means that people can only contact you if they are recommended by one of your first degree connections.
The power of LinkedIn is best gained through understanding. Spend five or ten minutes setting up your LinkedIn profile properly. Think carefully and be thoughtful about the filters and restrictions you put in place. The goal is a balance between being overwhelmed and missing out. Then your LinkedIn profile can become something that truly aids your career instead of something that causes undue work and headaches.
The search for the best ways of attracting and retaining talent is a never ending quest and there is no shortage of advice available on how to do it. One nearly universally accepted truth is that it helps to know what your workers want. Money is not the only motivating factor and sometimes not the most important one. We’ve written about this before in Staffing 360 (Are you Building Temples? and Training and Opportunity Key to Employee Retention). Today we offer you a quick reminder of many of things we’ve reported before. Glassdoor has put together a good infographic specific to recruiting software engineers, and it concurs on many fronts with what we’ve said previously.
Knowing what people want doesn’t automatically mean that you will be able to give it to them but just understanding it will help you to make better decisions. For example, 58% of software engineers would consider leaving their job for the type of work, and 52% and 51% would accept less money to work at a company with a great culture or a company with an interesting product. So, if you don’t have a sexy, innovative product, then you need to recognize that you might need to pay more to attract and retain the best. But this also shows, and perhaps it is the more important lesson, that you don’t have to necessarily pay a lot to get the best. Competitive salaries for positions that offer the other things people care about will often trump salary alone.
What can you change about your firm, that doesn’t require a cash expenditure, to fulfill more of the things SEs (and other employees too!) are looking for? What can you do to make Senior Leadership more accessible and transparent to all your employees? Is your company culture a positive motivational force or getting in the way of doing business? How can you train management at all levels to do a better job, since relationships with managers is another key consideration? The infographic also reports on some of the things recruiters do that turn candidates on and off. Address your recruiting process, whether it is internal or external or a blend of both, and make you are doing the right things and not doing the wrong ones. Software engineers want people who are honest about the good and bad of a company, are not pushy or aggressive, and who has the technical knowledge to understand their skills, experience and the industry.
Enjoy this pictorial report of things you should consider and address when trying to recruit software engineers particularly, and any IT professional in general.
CEO and President
ATR International, Inc.
No one has a crystal ball that can predict the future but it’s certainly human nature to try! The end of one year and the beginning of the next prompts a flurry of such reflection. Fortunately, since we don’t have a crystal ball, most prognosticators rely on information – data, surveys, study results, economic facts and figures, etc. – to make educated guesses. Often enough, the predictions are correct and it behooves us to pay attention; why?
If you’re a business owner, understanding the latest trends and predictions can provide insight into how to run your company, from opportunities to expand to developing innovative new products. If you’re an IT professional, looking at where the industry is going can help you understand how to keep your skills relevant and your career rewarding. Finally, following the trends and predictions is important so we can know which jobs and skill sets are or will be in demand. That will show where salaries will likely be rising, where longer hiring cycles can be expected, and where it will be more difficult to fill positions. All of this information can lead to better workforce planning and smarter hiring decisions at the business level, and can help individuals make wiser choices about short and long term career plans.
For the last few months my inbox has been full of various articles looking ahead to 2014 and what it will bring in terms of the IT industry. Here’s my summarization of the 5 things people are talking the most about.
- BIG DATA – It’s been a hot topic for several years now but this may be the year we start to see real application and significant growth in use. A study by International Data Group (IDG) reports that 70% of enterprise organizations have either deployed big data projects already or are planning to. Companies, mostly large organizations as opposed to small and midsize businesses, are expected to spend $8M on average for big data initiatives and programs. 19% plan on hiring in the next year and half, good news for data programmers, business analysts, data analysts, engineers and data architects. As people really understand what the term big data means and how it can be used, growth will continue.
- MOBILE – There’s no hype involved here – mobile is scorching hot. It has been for the past several years and it shows no sign of letting up. Everyone has a mobile strategy or should. Gartner listed Mobile Devices and Management and Mobile Apps and Applications as 2 of the Top 10 Strategic Technology Trends. They also predict that worldwide PC, Tablet, Ultramobile and Mobile Phone shipments will grow 7.6 % and that the Android OS is “on pace to surpass one billion users across all devices in 2014.” The demand for professionals with mobile experience is almost frenetic. There is tremendous opportunity with this kind of expected growth.
- THE CLOUD – Cloud adoption seems to be moving at a faster pace than expected. There’s been recent big news about the CIA engaging Amazon for cloud services. Expect big growth in all areas related to cloud computing. This matters from a business (how will you harness the cloud’s power to improve your business), a strategic (is this a new market you should be in?), and an employment standpoint (what skills are needed to take advantage of the career opportunities?). 3 of Gartner’s Top 10 are cloud related: Hybrid Cloud and IT as Service Broker, Cloud/Client Architecture, and The Era of the Personal Cloud. It’s hard to decide where the most growth potential lies, but as people increase their use of mobile devices and life becomes more and more connected, personal cloud services will need to keep pace.
- TALENT – The competition for the top talent is fierce and growing fiercer. Companies are struggling to fill positions, particularly in hot job categories and skill sets. Everyone seems to be doing something to address the lack of enough qualified STEM professionals to fill open positions today, and in the future. From investing in training for their current workforce to targeting top performers before they graduate, to offering salaries, benefits, and referral bonuses that are as high as they’ve been in years, companies are having to get creative to fill the void. Expect this to continue unabated in 2014. Conversations about immigration reform, H1-b Visas and other options to close the gap will again be important topics for our business and political leaders.
- SECURITY – One only needs to think about the recent breaches at Target, SnapChat, Michael’s, Neiman Marcus and, who knows, maybe someone else by the time this is published, to understand why this is a growth sector. The BYOD trend also raises concerns for businesses as their workforce increasingly is connected 24/7 but often working on their own device. Security concerns are top of mind now and that’s not likely to change in the near future. The growing interconnectedness of our devices and the incredible growth in usage guarantee that privacy and security will be hot areas, offering business and employment opportunities in 2014.
As you probably already know, there are seemingly countless articles on what 2014 will bring and numerous other ideas and trends that smart people are talking about. These 5 just seemed like the most prevalent that many, including myself, seem to agree will be important. Feel free to share your thoughts in the comments section. What do you think the big trends for this year will be?
President and CEO
Maybe you’ve heard about LinkedIn’s new feature, the Volunteer Marketplace. It launched on January 14th to a fair amount of fanfare and generally positive press and reviews. I’m a big supporter of volunteer efforts and understand their importance to many civic and charitable institutions in our community. In some cases they are the very lifeblood. Like so many of you, I know personally how satisfying it is to give back, whether it’s doing something completely new and different or perhaps putting your professional skills to work. Volunteering in and of itself is reward enough but did you know that it can help you professionally?
As a company, ATR International supports various causes and organizations in a variety of ways and supports the individual efforts of our employees as well, so I am always interested in championing other efforts to promote volunteerism. Anything that makes it easier to connect a need with a solution is a good idea. Some may grumble about nefarious hidden purposes on the part of LinkedIn but I prefer to take a positive view of it. LinkedIn reports that the addition and growth of the volunteer/non-profit space came in response to user feedback. According to LinkedIn for Good’s (their charitable arm) Meg Garlinghouse,
“Two years ago, we added volunteer work and causes to LinkedIn profiles, because we heard a lot of member feedback that they want to include their social impact as part of their professional identity.”
In 2012, the company introduced Board Member Connect, designed to put non-profits in need of board members in touch with those willing and qualified to serve. This past summer, LinkedIn began piloting the Volunteer Marketplace before formally launching it this year. LinkedIn reports 3,000,000 users have added volunteer information to their profiles since 2011, and 600,000 have identified themselves as interested in volunteer opportunities since last August – willing to be contacted and presumably searching opportunities now that the capability exists. The listings are somewhat modest to start but expected to increase. Some have noted a few blips with the ease of accessing the site and a few other functionality issues but these will likely be addressed soon.
So how can this help you get a new job? Well first off, hiring managers consider volunteer work as valuable as paid work experience. That’s really important! LinkedIn’s survey reports that 41% of hiring managers feel this and a recent Deloitte Volunteer Impact Survey showed that:
When evaluating a job candidate, experience gained through skilled volunteering would be taken into account (81 percent)
Skilled volunteer experience makes a job candidate more desirable (76 percent)
Skilled volunteer experience makes a college graduate more desirable (81 percent)
These are impressive numbers and underscore the real value volunteer work can bring to your job search. It’s a potential way to stand out and differentiate yourself from other candidates. Volunteering can be a way to keep yourself up to date during a period of un- or underemployment, a way to learn new skills to supplement your existing experience, and an opportunity to network with both those running the organization and other volunteers. With all those chances to shine, how can anyone doubt the power of volunteering to help you in your career?
LinkedIn isn’t the only company linking volunteers with opportunities. Taproot Foundation of San Francisco brokers partnerships and pro bono projects between companies and nonprofits. Catchafire is a New York group that helps people design projects for charity. Both have worked with LinkedIn as it researched and designed its marketplace and both are listing jobs on the site. As I said, anything that facilitates volunteering is good in my book. Check them all out!
Trying to find top talent is especially challenging these days in the IT industry. Many of the top performers, those with the most desirable skills and experience, are already employed. Those that are actively looking are heavily wooed, have their pick of the opportunities, and don’t last on the market long. Every interaction you have with a potential candidate influences their opinion of your company. Every facet of the experience is a potential to win them over or to turn them off.
In an interesting article on ere.net, Segment Your Recruiting Messaging, contributing author and HR thought leader Dr. John Sullivan discusses the importance of carefully crafted messaging in attracting top performers. From job descriptions, to websites, to social media, whether or not you’re including the right information can make a big difference in who you attract. Highly skilled, very qualified, specialized professionals are motivated by more than just a good salary and benefits; those are important but almost a given for these hard to fill positions and hard to find people.
Dr. Sullivan provides a list of “excitement factors” that matter to innovative performers and technology professionals. He also suggests interviewing your own top people to find out what they like about the company and their work, what keeps them motivated and happy. I absolutely recommend doing that but I also think that his list is pretty good based on my experience. The list is in descending order of importance.
Excitement factors for top performers, techies, and innovators:
- Doing the best work of my life
- Doing work that has an impact on the customers and the world
- Having a great manager
- An opportunity to innovate and take risks
- An opportunity to learn rapidly and be challenged
- The opportunity to implement their ideas
- A choice of projects and assignments
- A chance to work with the latest technologies and tools
- Input into their schedule/ location
- An opportunity to work with top co-workers
- The opportunity to make decisions and for fast approvals
- Working in a performance-driven meritocracy where rewards are based on performance
- A transparent environment where the needed information and access is readily available
- Sufficient budget and resources to reach their goals
We’ve mentioned many of the points on this list repeatedly in various columns on attracting and retaining the best talent, so it’s not surprising I agree with him. I also like his practical advice on incorporating these excitement factors into the recruiting materials you are using to attract candidates. He’s right.
We tell both candidates and clients that every interaction reflects on you and makes an impression on the other party. As Dr. Sullivan points out, too much of the standard corporate recruiting materials are just that – standard and too generic. They are not going to draw in the kind of person you are looking for. Whether they first hear about the job through a friend or recruiter, eventually they are going to read the job description and other related materials. You want to make sure that everything, from small touch points to more involved contact, reinforces the right message, tailored for this specific audience – high-achieving, top performers. His first two pieces of advice:
- Start with the job posting – it’s short but try and include one or two key words that convey some of the points on the list. It’s you’re first chance to attract.
- The job description is your best opportunity to communicate excitement – make sure you detail as much as possible how the position and responsibilities fulfill things on the list above. Don’t be boring!
I encourage you to read the full article to benefit from all his suggestions but I sure like the first two! The importance of the job description is not something you have to convince any recruiter of – we’re always looking for as much detailed information as possible. When you are trying to fill a mission critical position for which you must find an elite performer, it makes sense to do everything you can to up your odds. If your position offers what they are looking for, for heaven’s sake make sure that comes across in everything!
As recruiters one of our tasks is to make sure candidates appreciate what top positions and companies have to offer and to connect the right people with the right opportunities. If a company’s recruiting materials strongly supported that, it certainly helps. Tailoring your message to your target audience seems like a pretty cost effective idea that might help land you that impossible to find software developer. In today’s recruiting environment, every little bit helps! Good luck!
President and CEO
We’re probably all familiar with word clouds at this point; even if you’ve only seen them. Have you ever tried to make one? It can be a little time consuming depending on how much text you’re putting in but the results are interesting. Our word cloud comes from columns written in 2013. Mostly, we’re not surprised by what we see – Information Technology, people, work, industry, staffing – all are prominent as we would expect. STEM, career, employee, consultant, business – none of these are surprises either. What is interesting is how the words end up near each other. Look at the top where “experience,” “talent,” “workers,” and “understanding” are all grouped. Or how “hire,” “looking,” and “want” are on the middle right, while “hiring,” “give,” and “success” are on the left middle; different connotations to each grouping. “People,” “potential,” and “opportunity” are together at the top of the diagram, while “opportunities,” “company,” “business,” “employees” and “consultants” are grouped at the bottom. The size of the words is determined by the count of each in the overall text entry but the position of the words in the cloud is random. However, these random placements end up providing unexpected insights.
All in all it’s a pretty good picture of what ATR is about and what we cover in the “pages” of Staffing 360. We try to cover topics that interest our clients and our consultants. We try to provide stimulating, thoughtful and sometimes fun content that helps you better understand the world of staffing, whatever your role in that world is. Below you’ll find links to our most popular posts. Enjoy, whether you’re rereading it or perusing it for the first time. Thanks for your interest throughout 2013 and here’s to an even more inspiring 2014!
Most Popular Posts from 2013
- The Importance of Proper Grammar in the Workplace
- The Future of Temporary Staffing
- Corporate Spotlight: Supplier Diversity at The Walt Disney Company
- The Best the Staffing Industry has to Offer
- The Best Career Advice I Ever Got
Posts from the Past that People Still Enjoy:
- Can My Past Employer Give Me a Bad Reference
- 12 Keys to Being a Great Co-worker
- Hiring Requires Optimism
- Do Tenure Policies Really Help Manage Contingent Workforce Risk
- The Job Interview: Why Didn’t They Call You Back and What to Do
Do you like your job? Do you wonder if there’s something better out there? Something you’d enjoy more or maybe just make more money or have more opportunities? Most of us daydream at some point about our “perfect job.” Some are just that, dreams. It would be nice to play first base in Major League Baseball or first chair violin in the symphony, but most of us don’t have those kind of skills and talent. But dreaming about a new career path, a different position, can also be the beginning of real change too. How do you make your dreams a reality? Hard work, tenacity, planning, a little luck, and more hard work!
Seriously though, every journey, every change, starts with a first step. Before you have to do all that hard stuff, we found a cool little website with a Career Apptitude Test from Rasmussen College that can help you explore what jobs you might be suited for based on your skills and experience. You can filter the results by salary, expected growth, and other factors. It’s obviously not an in depth analysis of your personality or your skills but it’s fun and thought provoking! For those of us at Staffing 360 that tried it, it delivered some accurate results in terms of current positions (turns out we’re qualified for the job we have!) and some interesting options we wouldn’t have thought of on our own.
It’s quick and easy and the results just might get you thinking, and then perhaps moving. Enjoy!