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Given the bad economy with Lehman Brothers filing for bankruptcy and Merrill Lynch being purchased by Bank of America, Washington Mutual being sold, the war in Iraq and other news, it can be a challenge to keep a positive attitude when recruiting.

As staffing professionals we should never underestimate the power of a bad attitude to undermine the recruiting process.

If we as staffing professionals are not able to connect with people at their level and really listen, understand, and sometimes let them vent, then we can never truly meet their needs and ultimately, as recruiters make quality hires for our organizations. This requires recruiters to separate themselves from everything and focus solely on the hiring process.

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ERE talks to seasoned recruiters about how they plan to shift their recruiting strategies in order to cope with the current economy.

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Hiring a Virtual Recruiter/Sourcer
Tom Culligan is considering hiring a virtual recruiter/sourcer but wants some advice on compensation structure for this position. Over the past few weeks, several ERE members agreed that Tom should consider hiring a 1099 and pay on an hourly basis. Hiring a subcontractor would reduce the amount of paperwork and as Donna Hiemer stated, “is a win-win” for both parties.

Problem solved? Not exactly … the conversation turned political and heated up this past week when Amanda Blazo and others recommended using an RPO firm operating in either the Philippines or India. Charles Hillman was left asking, “Why utilize an India based RPO when there are a ton of quality researchers right here in the USA that can do the job.” Jeff Altman responds with a call for patriotism…why aren’t we creating more jobs in the United States? Hope Blaythorne argued that we are in a global economy, and encouraged cooperation with overseas markets. While Josh Letourneau supported Jeff and noted that many of the responses in favor of outsourcing come from outsourcing vendors. According to Josh, “Arguing about whether offshoring is good or bad isn’t going to solve the problem — it’s overall job LOSS that is the issue (which comes in many forms), and I hope we can figure out a solution.”

Where do you stand on this issue? We would love to hear from you…

Unethical Competitors
Who knew recruiting could get so ugly?

Laura Nyp has a competitor who sends her great candidates who “ditch their interviews at the last minute without any warning.” Jill Gilliland, Paul Lipman, and Joseph Ray offer some simple advice that many others echo … stop working with them! Joseph Ray and Pam Claughton recommend doing your homework on both the client and the candidate. The reputation of a client can turn off a candidate before the interview process. Tracy McKenn and Jim Cargill want to know more … Is Laura sure the competitor is sending these candidates? What would be the motivation? How long have they been working together. We would love to hear an update, Laura!

Employer-paid Benefits
Tami Heyden wants to know what potential candidates would look for in a benefits package. What are the pros and cons of employee vs. employer-paid benefits? Peter Raloff’s company offers 80% of employer-paid benefits plus three weeks of vacation time … not too shabby for the D.C. area. However, Scott Robinson and Pam Claughton feel that companies can do better. Scott had a candidate who accepted a job where the employer paid 100%, in addition to country club membership, company cars, and flex time. Hmmm….are they hiring? Pam feels that 100% coverage is a “huge selling point.”

I Am Sensing a Freaking Out
Maureen Sharib is … from people in the industry. Times are tough and Maureen is noticing dramatic cuts in departments. I have been talking to companies that are “going back to basics” and cutting anything that doesn’t fall under recruiting basics (i.e, campus recruiting). Jim Constantine and Karla Baierl warn us of the negative impact of the media. “Keep your head down, deliver great value, and ride it out!” is Jim’s advice to staying afloat. Amanda Blazo would agree with Jim and shares a positive story in the construction industry. Maureen concludes by reminding us that “those recruiters that don’t embrace the fact that we’re in a sales business are gonna have a hard time.”

Monday’s Question of the Day
The discussion last week about keeping recruiting costs down is still hot this week … what’s your strategy?

Recruitment stocks were no exception to the hammering stocks took today as investors worldwide drove down markets, sending a message to finance leaders that they were unimpressed with Friday’s U.S. bank bailout.

A spotcheck of several publicly traded HR vendors showed most of them were off by at least as much as the overall markets, all of which closed down. The Dow Jones Industrial Average was off 370 points, a 3.58 percent drop that was actually considerably improved from the 800 points the Dow was down at one point Monday. The NASDAQ was off 84 points for a 4.34 percent drop.

In the last 90 minutes of trading the New York Stock Exchange saw a sharp upturn that recouped some 400 points. The rising tide lifted most boats, including the shares of publicly traded HR recruitment, staffing, and tech stocks. Even so, among the companies we checked, only Monster (profile; site) was up on the day, closing at $14.81, up 6 percent. Dice Holdings (profile; site), like Monster a job board, was down 7 percent to close at $6.05 a share. Workstream (profile; site), which owns 6FigureJobs.com, closed at 7 cents a share, a 12.51 percent plunge for the troubled company.

Among the HR tech vendors, Taleo (profile; site) was down 9.77 percent to $16.07, while competitor Kenexa (profile; site) closed at $12.94 for a 5.75 percent drop.

Some of the staffing companies performed better, a relative term considering the size of the market drop. Manpower, for instance, was down $1 to close at $36.92, a drop of 2.64 percent. Kelly was off 3.38 percent, down 60 cents to $17.13 a share.

There may yet be more bad news. In after hours trading prices began declining again.

What’s a marketing manager?

Ask five people, and you’ll get five definitions. Look for resumes, and you’ll get hundreds of people doing vastly different things.

Mark Bielecki is trying to clean it all up with a new site, Joblish. (And you thought startups had used up every possible fanciful variation of the word “job”!)

It sounds more complicated than it is. Employers can fill out some drop-down menus as to what they’re looking for — let’s say, for example, that the employer wants these four things in a candidate:

• a functional area of engineering;
• the R&D department
• division head reporting to chief executive
• supervising 10 or more people directly.

The employer picks those four attributes from the drop-downs, and generates a code that looks something like this:

joblishDENERBE

Job candidates who fit that criteria will, in theory, have added the code joblishDENERBE to their resumes or LinkedIn pages or elsewhere, and employers searching for joblishDENERBE can find them.

Like so many new ideas, the success of this one will depend on getting a critical mass of both job candidates and employers to use the codes.

You would have to be clueless to not be aware of the turmoil on Wall Street these days. Banks, investment firms, insurance companies, and nearly every type of financial services institution is facing severe budget cuts, layoffs, and bankruptcy. This kind of turmoil makes even the very best employees rethink their current employment situation. When people question their future with a firm, it provides an opening for corporate recruiters at stable firms to proactively raid Wall Street and to “cherry pick” the very best away from firms that in the past were literally impossible for most recruiters to crack.

For great recruiters, this is an historic opportunity that can’t be missed. The elite of the elite are teetering — firms that have for decades had their way with the best talent from around the globe. If you haven’t already developed a recruiting plan to poach the best individuals and yes, even intact teams, there is no time to waste.

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The 2010 Census recruiting campaign launched this week with a new website and recruiting videos that target a diverse workforce, along with a toll-free jobs line (866-861-2010) that provides information to interested applicants in English and Spanish. Callers are automatically routed to the appropriate local office, where they speak with a recruiter. One hundred fifty offices are already open to take applicant calls and a personal, localized touch is part of the recruiting strategy — so the bureau chose not to have applicants apply online.

The U.S. Census Bureau recruited 3.7 million applicants and hired 1 million temporary census-takers for the 2000 Census, which was the largest peacetime recruitment of American workers in history; the goal for the 2010 Census is 3.8 million applicants. The 2010 hires (explored in more detail in an upcoming issue of the Journal of Corporate Recruiting Leadership) are likely to be a little older and more ethnically diverse than the last, because the population demographics have shifted since 2000 and the bureau maintains a goal of hiring contingent workers that reflect the local community.

Based upon data compiled by the Census Bureau and the Bureau of Labor Statistics, these will be the major demographic shifts from 2000 to 2010 that the bureau must address through its diversity hiring initiatives:

• Between 2000 and 2010 the number of people who are between the ages of 45 and 64 will increase nearly 30%.
• The Hispanic population will grow 34% from 35.6 million to 47.8 million.
• The African-American and Asian populations will outpace the growth of whites.

Census Bureau leaders say there’s no magic bullet for meeting the recruiting numbers and the diversity goals, so recruiters from local census offices will be out in force at churches, community centers, and schools. But given the aging population, the Bureau has also taken steps to tap pools of retirees and a diverse applicant base.

“I requested permission to hire retirees (federal government annuitants) and that rule was changed beginning this calendar year,” says Tyra Dent Smith, chief of the human resources division for The U.S. Census Bureau. “The annuitants will be able to work without any offset to their salaries.”

In addition, Dent Smith applied for other waivers that will allow federal employees to moonlight if they wish to work as part-time census-takers. People receiving federal assistance will also be allowed to work without benefit offsets.

In preparation for the main event, the bureau runs a series of dress rehearsals and test censuses.

Are you perpetually recruiting? Then you should be perpetually sourcing. And, no surprise, there’s a sourcer’s tool for the recruiter who wants to find, build and maintain a relationship with future potential hires.

Version two of the popular Perpetual Sourcing web-based sourcing and CRM system was released last month. That might not ordinarily be news, but the enhancements and improvements are the result of a collaboration of Todd Davis, who developed the program, sourcing guru Shally Steckerl, and vendor Intelestream.

“This product is especially unique due to the level of industry expertise found at its core. As a senior recruiter with companies such as Microsoft, Google, Starbucks, and Yahoo, Todd Davis offered his knowledge to help us create his ‘dream solution.’ Shally Steckerl, founder of JobMachine consulting has also played an intricate role in collaborating on this project,” reports Intelestream’s Director of Marketing Stafford McKay. “It’s great to be right in line with the best practices taught by the experts.”

Davis has described Perpetual Sourcing as a pre-ATS applicant tracking system. An apt description for a system designed for the passive candidates found through LinkedIn, Spoke, Hoovers, Jigsaw, and ZoomInfo, all of which the system can automatically assess. It also can help source candidates via the search engines, managing your search strings for you. It also helps with OFCCP and EEOC compliance, by saving search histories, including locations searched, search strings used, and candidates sourced .

Because it is a CRM tool, it also manages contacts with the candidates. It synchronizes with Outlook and has direct email campaign capabilities.

Perpetual Staffing is based on SugarCRM, the commercial open source customer relationship management software that is in use worldwide by customers as varied as GoDaddy and North Carolina State University.

Davis developed Perpetual Sourcing in 2007 and offered it through PerpetualSourcing.com before transitioning the operations earlier this year to Chicago-based CRM consultant Intelestream.

In slow times, onboarding takes on new importance. It’s the best way to ensure that those people you have spent so much time attracting and wooing decide to stay with you.

Organizations are devoting more time to the onboarding process and employing more creative and exciting techniques in an effort to get their newly hired employees productive sooner and to lay a foundation that will help retain them.

In fact, employees who have gone through some sort of onboarding process above and beyond the usual process of filling out paperwork and choosing benefit plans report feeling better connected to their colleagues and to the company culture. This translates into a loyalty that keeps employees from turning down offers that tempt by simply offering more dollars.

There are at least three reasons that orientation or assimilation programs are becoming popular.

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After a lengthy screening process, the hiring committee feels it has found the right candidate for the company. Now comes the tricky part: how do you design an offer and go through the offer stage of the process without damaging the relationship with the candidate?

Many companies are not prepared to go through the offer step of the process. As a result, they damage the relationship with the candidate. This leads to one of two unfortunate conclusions. Either they lose the candidate or the candidate comes on board, but with scar tissue. Applying some of the best practices from the sales world into a sales talent screening program helps to avoid that scenario.

The offer stage of the hiring process parallels the proposal phase of sales. Best practices in sales say that you don’t present a proposal until a thorough needs analysis has been completed. If a sales person is presenting a proposal to a prospect, he has acquired the information needed to design a solution, has discussed budget, has a full understanding of their solution requirements, and has set an expectation on pricing. This is certainly the case if the salesperson is going to be successful in winning the account.

Looking at this process in relation to the offer stage of the sales talent screening program, many of the same best practices from sales hold true. During the screening program, information needs to be gathered from the candidate to determine their financial requirements. Unfortunately, many sales talent screening programs focus exclusively on screening the candidate for fit, but do not consider the needs for the offer phase of the process. This leads to a last-minute scurry to mine the information from the candidate, or they design the offer blindly. Neither of those are best practices for the offer stage.

In sales, it is said that if you are going to lose, lose early. This prevents you from making a huge investment in a relationship that will not generate revenue. The parallel to screening sales talent is understanding the financial requirements of the candidate early enough to stop the process before over-investing in the relationship. There is no point in continuing a process with a candidate who requires a compensation level 25% above what you can offer. This probably seems logical, but hiring executives rarely focus on this as a de-selection element early in the process.

Just like discussing pricing with a prospect, the financial-needs discussion requires finesse. The candidate knows that you are asking questions about their financials, just like a prospect knows a sales person is fishing for budget information. The better-skilled salespeople tell their prospects, “I don’t want to waste your time by getting you excited about a solution that will not fit in your budget constraints…”

In much the same way, this discussion can be had with the candidate, “I don’t want to excite you about an opportunity that might not be a match for your financial needs. As you look at making a change in position, what thoughts have you given to your compensation requirements?”

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Maureen senses a freak out. Are you seeing jobs slashed and recruiting department cuts? And: is the media sensationalizing and overblowing the problem?

This year in the recruiting industry there has been a lot of talk about how companies are tapping into Web 2.0 technologies to enhance their recruiting. But how is the candidate community also using these technologies for their own purposes, and what impact is it having on our recruiting strategies?

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It’s easy to demonstrate the impact of pre-employment assessments when there are a large number of candidates available. In such situations, there is a strong need to use some sort of filter to help quickly eliminate unqualified applicants (screening out) and to collect more in-depth information about those who are qualified (screening in). Assessment is the perfect way to help support automated screening and to equip hiring personnel with the information they need to support decision-making.

But many folks predict that it’ll be increasingly harder to find qualified applicants to fill job openings, especially when it comes to white collar, managerial, and professional-level jobs. We have all dealt with numerous situations where the age-old “mirror test” (hiring anyone who is breathing and thus has the ability to fog a mirror) is the only thing required to fill a position. In such cases, it’s harder to make an argument for using something that will actually serve to further reduce the number of applicants to be considered.

Assessment can have value even when one has few applicants to chose from or even when there is a shortage of qualified applicants. Below are five good reasons why it still makes sense to use assessment, no matter what the labor market looks like.

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ERE interviews prominent figures in the industry at RecruitFest about how they are using technology and social media. Learn how they’ve developed good business leads, and how you can expand relationships that may not have happened otherwise.

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The ranks of passive jobseekers are growing as workers decide now is not the time to look for a new job.  Many, in fact, are considering taking classes to improve their job prospects, while 41 percent told pollsters they intend to stay in their present job until they retire. Another 38 percent said they expected to hold onto their current job for at least another year.

Wise decisions, considering that only 23 percent of the companies surveyed intend to add full time workers in the next three months.

These are some of the findings reported in CareerBuilder.com and USA TODAY’s “Q4 2008 Job Forecast” released today. The report was based on a survey of more than 3,000 hiring managers and HR professionals and over 6,100 workers in private sector companies nationwide.

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Kudos to all of you! Over the past week, the posts on the ERE discussion boards have been relevant, though-provoking, and inspiring. You certainly made my job of picking out the top five discussion posts of the week challenging. Here’s what I came up with…

Your Views on Video Resumes
It’s a question we see often on ERE discussion boards … are video resumes “just a trend?” Dianne Pierrot is looking for feedback that might be helpful for candidates rather than employers. After reading several posts on this topic, I think any vendor selling video resumes might be in trouble. Jeff Altman sums up the views of others when he writes “DON’T DO IT.” Jeff, Pam Claughton, and David Rees warn that video resumes can be dangerous for both candidates and employers. Not only are they time-consuming, but they expose candidates to unnecessary biases and leave employers at risk for violating EEO compliance. At HP, David Rees and other recruiters conducted all interviews over the phone to “reduce the influence of looks, dress, and the possibility that a disability might influence the decision.” On a more positive note, Paul Davenport feels the video can help employers identify skill sets for certain job roles such as field sales and marketing.

Monday’s Question of the Day
After reading a list of 10 ways to keep recruiting costs down, I wanted to hear what ERE members are doing in today’s economy to cut costs. Michael Finnell argues that now more than ever, recruiting goals need to align with overall business goals. Recruiters need to act more as consultants and work with hiring managers rather than outsource entire recruiting functions. Sound like a need for workforce planning during these tough times? Michael also recommends negotiating with your job boards for a better rate, and requesting referral fees from recruiting firms to use in your recruitment budget. Sounds like Rosita Cruz would agree with Michael, and offers some specific tips to cut costs including cutting benefits, turning to virtual workplaces, and automating phone messages. Josh Letourneau offers some comic relief on a sensitive topic and Michael Finnell closes his post with some encouragement: “Whatever you do, don’t give up!”

Should Corporate Recruiters Share Silver Medalists with Other Companies?
Sean Rehder thinks so. It can build strong relationships, and ties into an earlier ERE discussion about today’s recruiting field being more open than in the past. After a few heated posts and a little miscommunication, I think we found consensus … if a resume does not come from a TPR, “sure” — forward away. However, if a resume comes from a TPR, it is bad policy for a corporate recruiter to forward without the consent of the recruiter, and the recruiter who sent the resume is entitled to a fee. Rebecca DeBoer had a recent situation where her resume was passed over to another department and she was not informed. She asks, “why do people think our business is not for profit and that our bills are less at the end of the month than other businesss?”

Jobless Rate in CA: 7.7%
Maureen Sharib posts the “highest statewide unemployment rate since March 1996.” Danielle Canon brings the discussion to another level when asking how many of these individuals actually have degrees. Tessa Adler steps up to the plate by reaching out to the State Development Department to find out. They thought the question was very relevant and will provide us an update through Tessa soon. Although Jeff Altman argues that many of these jobs affect teachers, government workers, and manufacturing, Tessa learned that the mortgage and financial industries have been hit the hardest … not a huge surprise. In addition, CNAs and home workers have been heavily affected in California as nursing homes were losing money. One question Maureen brought up that I have also heard several times … is this recession different from past recessions because it is now impacting government hiring? What do you think?

Job Boards
Ah…the inevitable question of the week…what job boards are best? Dan Vaughn is joining a large insurance firm and wants to know what job boards will bring results in his industry. Are Monster and CareerBuilder worth it? Tim Davis and Scott Wilde recommend www.greatinsurancejobs.com. Scott also uses CareerBuilder. Denise Street-Roth is less enthusiastic about CareerBuilder and Monster. She has had success with closer.net but advises Dan to look beyond job boards. She contacts insurance-training schools, networks with insurance professionals and even real estate lawyers, professionals, and mortgage brokers. Good luck, Dan! Keep us posted….

Talent management vendor Authoria (profile; site) has been acquired by private investment firm Bedford Funding for $63.1 million.

The deal leaves intact Authoria’s management team including founder and CEO Tod Loofbourrow, who said that the acquisition “brings us an investor well matched to the size of the market opportunity before us.” Bedford will inject an additional $8 million in working capital to accelerate Authoria’s expansion.

The price is half the $128 million that Taleo (profile; site)  paid for Vurv (profile; site) just six months ago. Both companies had similar staffing levels, but Vurv’s 2007 revenues were around $40 million, while Hoover’s, the business reporting service, estimated Authoria saw about $17 million that year.

Vurv was probably also in better financial shape. Since being founded in 1997 Authoria raised some $100 million in venture capital, including $58 million raised by Hire.com, a company Authoria acquired in 2005. It evidently also had some debt, since Loofbourrow pointedly notes in the announcement that “Bedford Funding will provide us with a debt-free capital structure.”

Jason Corsello, writing in his blog, The Human Capitalist, called the deal a recapitalization observing that existing investors shareholders, which include senior management, as well as the VC firms, would probably only receive “only a fraction of the investment and value.”

Even so, he is encouraged about the company’s prospects for the long term saying it “creates a much cleaner structure for the company to really attack the market as the first vendor that can truly bring together talent acquisition/recruiting with the rest of the talent management suite.”

It’s no secret that a major driver of corporate success is putting the right person in the right role the first time. In fact, statistics from the Harvard Business Review and other leading human resources thought leaders indicate that as much as 60%-85% of the retention problems many companies face are directly related to defects in the hiring process. To properly reverse this trend, hiring authorities in high-touch, high-tech markets must be able to benchmark the role; that is, to develop a complete understanding of the job itself, and the skills, experience, traits, values, and motivations necessary for success. Once complete, a systematic process for behavioral interviewing and talent selection must be employed to identify, select, onboard and retain true difference makers.

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There is a next-generation college recruiting strategy that is gradually making the traditional approach seem as outdated as phones with wires.

I call this new approach über college recruiting (über is German for superior) because it is so aggressive. This advanced approach began emerging in the late 1990s and was most often associated with high technology firms like Trilogy and Cisco.

The practices were so successful, so exciting, and so out-of-the box that urban legends still abound about what these true innovators were doing over a decade ago. Recently, über recruiting has been re-energized by the antics and the advanced methods of the Google recruiting machine.

Google has adopted the über approach in part because of its use of metrics. Most firms stick with mainstream college recruiting efforts because breaking free of the status quo isn’t easy, as few in the HR world seem willing to take on the challenge and make the business case for something different.

Google, being an organization full of advanced mathematicians, scientists, and engineers took the time to calculate that a top technologist from a graduating class is worth 300 times more than an average grad. When they talk about top technologists, they are not talking about the best who approach their college recruiting booth during a career fair, but rather that one truly unique innovator who may someday change the world. Having calculated the value of such exceptional talent, Google is willing to shift its approach and spend whatever resources are needed to become the #1 college brand. They have championed the über approach because the old traditional approach just can’t guarantee extraordinary hires.

Most Firms Utilize the Traditional Approach

I estimate that 95% of corporate college recruiting programs follow the traditional model because everyone is familiar with it and they are simply comfortable using it. I sometimes call the traditional model the “career center focus” model because it relies so heavily on services offered by the career center, and very little on actual scouting for talent.

The primary steps in the traditional model are simple and straightforward:

1. Pick your top schools in the U.S. and the majors to target.
2. Arrange with the career center dates for information sessions and interviews.
3. Place ads announcing the info session.
4. Develop brochures and recruiting collateral.
5. Offer food that is good enough to attract, and give a compelling talk.
6. Hold on-campus interviews.
7. Make your offers.

It’s straightforward, relatively inexpensive, and it produces enough hires to make everyone happy. Unfortunately, most executives, hiring managers, and recruiters are satisfied with it in part because they are unaware that there are other more advanced options that yield a clear competitive advantage. The advanced college recruiting model contains more sophisticated elements designed to ensure extraordinary results.

A Checklist of the Major Elements of Über College Recruiting

The advanced or über approach contains many elements that are either under-emphasized or completely absent from the traditional approach. The primary distinction between the traditional and über models is the reduced emphasis on campus information sessions and increased focus on branding, technology, relationship building, aggressive marketing, and fact-based decision-making.

If you want to be part of the “elite” 5% that use the advanced approach, here are 9 key elements that make the advanced college recruiting model so powerful:

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Carly Simon did question the idea of using a performance profile as a means to determine competency in her hit song, You’re So Vain. However, in this case I’m referring to the other Carly.

On September 16, 2008, Carly Fiorina (the former CEO of HP and McCain supporter) made the statement that none of the president or VP candidates had the experience to be the CEO of a major corporation. The McCain team wasn’t too pleased with her remarks, and she’s been taken off the tour.

However, her dilemma raises an important question: Are the skills and abilities to run an international, multi-unit corporation comparable to those needed to run the U.S. government?

The answer to this becomes quite clear once you prepare a performance profile for each job.

For background, a performance profile is not a job description listing skills, abilities, and experience requirements. Instead, it describes the performance expectations for the job, describing what the person must do to be successful. It’s filled with action verbs like build, create, develop, initiate, solve, design, etc., not passive verbs and statements like “have” and “be responsible for.”

For example, a performance profile for a sales rep selling plumbing products in Peoria might state “achieve and sustain the monthly quota 90 days after successfully completing the sales training program.” The job description for this same job would state something like, “must have 3-5 years b-to-b plumbing parts industry experience.”

As I have ranted on these pages many times before, the continued use of traditional job descriptions is the primary reason companies can’t find enough top people to fill critical hiring needs. Everyone agrees that skills and experience don’t predict future performance. This is the core problem with job descriptions.

Past behavior doesn’t predict future performance, either, if the person is doing different work. This is the problem with behavioral interviewing. The use of behavioral interviewing in combination with traditional job descriptions only makes sense when the person is doing essentially the same work in the same culture with a similar supervisor.

A performance profile overcomes all of these impediments by emphasizing the performance expectations of the job and the environment, not the skills required to do it. The assessment involves comparing the candidate’s actual accomplishments to these requirements.

There are typically 6-8 key performance objectives for any job, whether it’s entry-level or executive management. Once completed, a performance profile can be turned into a compelling ad describing the projects, challenges, and opportunities.

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