Year: 2020

December 23, 2020

Hire Smarter Episode 14: Kendall Hoyd, President at Residential Design Services

Welcome to our latest episode of Hire Smarter. Our mission is to help building materials industry leaders adopt best practices for hiring talent while helping professionals make better career decisions.

In this episode, we are excited to be joined by Kendall Hoyd. Kendall was the president of Idaho Truss, CFO of Trussway, the largest privately-held components company in the US, and most recently, the President of Residential Design Services.

We have recognized a key trait in identifying high performing leaders – Hoshin Kanri, otherwise known as Policy Deployment. Kendall has been effective at implementing Hoshin Kanri in multiple business models and cultures.

What is Hoshin Kanri?

At this time of the year, how many leaders and professionals are spending hours, days, even weeks grinding through the 2021 Strategy and Budget Plans? The team grinds away until the plan is completed, holds it high in the air, proud of their achievement. Fast forward to the Monday after New Year’s, hangovers fading, and the team is entrenched fighting the present fire. Only 3 truck drivers left, out of stock on 3 core commodities, main customers are upset over delayed shipments, and your top salespeople have come forward wanting compensation raises.  “Keeping the trains on time” or keeping the train from derailing, is the urgent issue, and the bright, shining orb that was the Strategic Plan gets put on hold until December rolls around once again. The company’s gross margins and profits remain average, turnover is an ongoing problem, and the company remains perpetually stuck in this familiar business cycle holiday story.

Hoshin Kanri is a methodology used in strategic planning that creates alignment and ensures that the goals drive action across the entire organization.  Hoshin Kanri leaders are excellent at keeping the trains on time and actioning the strategy simultaneously. If Six Sigma Lean is the continuous improvement method for day-to-day operations, think of Hoshin Kanri as the six sigma for effectively deploying strategic plans.

Kendall does an excellent job sharing 5 best practices:

#1 Strategy: In episode 12, our guest was Jim Robish from the Farnworth Group and we covered strategy planning. Does your strategic plan answer the following questions:

What needs to change in your product and service offering to raise your prices, lower your expenses, and increase your profits?

What does your customer want that your competition is not doing, allowing you to increase your profits?

What is it the customers who are not doing business with you want?

#2 Org Structure: Do you have the right organizational structure to deliver on your strategic plan? In the LBM industry, we are all watching as BFS/BMC navigate their merger, creating the right org chart to fit their new objectives.

#3 Job Descriptions: Do your job descriptions create a gravitational pull towards the company’s strategic goals? Alignment of resources happens in this stage, freeing up your best people to work on your most significant strategic breakthroughs.

#4 Personnel: Do you have the right people in key positions? People who can achieve both day-to-day operational objectives and strategic goals?

#5 Measurements: Do you have a culture of self-measurement? Does the team have an independent feedback loop in real-time of how their actions relate to performance outcomes?

Kendall also shares some pitfalls he has made in the past while implementing Hoshin.

The culture of the business must have an operating rhythm. Every person on the team must know their performance metrics and understand what defines a good day in clear, concise numbers. The team is using the same language daily, supporting the core vision and values of the company.

When you start searching on Hoshin, be wary of educators and consultants over-focusing on data with X-charts. Aligning every individual’s personal goals with your company’s strategic objectives should be the focal point.

Hoshin Kanri is not new. Hoshin has been a standard in Japan since post-WWII and arrived in the US in the 1980s. Young Fortune 500 leaders understand it’s a prerequisite to enter their manager-in-training program.

It’s about having the right people. As we evaluate good and great leaders, the distinction is often the speed at which they can shift cultures. Solid leaders can dramatically move a culture to a sustained higher standard in 90 days. Hoshin leaders are also excellent at integrating new acquisitions. It’s essentially the same process, requiring the same skills.

Hire Smarter – Tony

Prefer reading over listening? You can access the full episode transcript here.


December 14, 2020

Why reading habits are essential in vetting top talent

I was asked, what is your favorite interview question? It took some time to reflect, as collecting and developing the best interview questions has been a life-long passion. Some version of, “what are your reading habits?” quickly rose to the top.

Please indulge me as I share my logic. Simply put, there are those who read and those who do not. How many people do not read? Pew Research poll measured 27% of the US adults have not read a book in whole or in part in the past year – insightful fact about the US workforce that can be powerful when developing a rigorous selection process for hiring talent.

It’s essential that if we are going to be effective at evaluating people, we make some generalizations for the purpose of focusing our questions and diligence on specific areas of concern. To be clear, we use generalizations not to define conclusions about someone but to recognize which questions are critical in determining distinctive differences to guide how you rank candidates to hire.

Those who read:

Reflect an intellectual curiosity.

Desire to gain information or entertainment through reading.

Have the discipline to be focused and control misdirected energy at least long enough to finish what they are reading.

Reading expands vocabulary, speaking, and writing skills. It is also an excellent creative source for problem-solving. Reading broadens the communication range and different ways of messaging. Introverts generally read more than extroverts.

Those who don’t read:

Lack curiosity.

Are destined to learn in a singular pattern of doing, which is the slowest and most painful method.

Learning only from your own mistakes is limiting. You must question their intellectual discipline, ability to focus, rank, and prioritize their goals. Their communication skills are suspect. Their growth curve is usually flat and often will hit their professional peak by 30 years of age. Their cognitive ability to absorb, retain, and implement new knowledge is potentially a weakness. More commonly, intellectual laziness is their chosen life’s path. High ego is also a common trait in this group.

For those who read:

They pass the first cut, but let’s dig further. Ask, “how do you select what you read?”

Reading for entertainment:

That’s great – they have found relaxation and solace in reading Stephen King, John Sanford, or Dan Brown’s series. Reading these books makes you an engaging conversationalist; you rank high on my next Christmas Party list. But reading for entertainment shows they are primarily committed to their own entertainment instead of personal and professional growth. Their candidacy is now ranking low on the list.

Reading articles:

When asking the question, “what are the last 3 books you have read?” the response is frequently, “oh, I love to read books.” Commonly followed by a long pause, hemming and hawing trying to remember the title. Let me get this straight – you gave up hours and days of your life reading a book and do not remember the title or the author? Then the candidate reveals, “well, I mostly read articles.” If they lied about loving to read books, what else have they lied about in this interview? Wall Street Journal op-ed requirements are at a 400-1000 word count. You are telling me you only have the discipline to focus your intellectual efforts on 400-1000 words. I never bother to ask where they source their articles since their professional stock has just crashed; they are at the bottom of the pile. This might be the most common question I catch people lying to themselves about and the most damaging. A super high self-sabotaging ego is a common trait in this group.

Reading books for personal and professional development:

These professionals understand where the competition is won. We can still dig further and distinguish the best talent from this group. Ask, “what is your book selection process?” The range of responses is defining. I am looking for depth, breadth, and level of self-awareness. An ideal response regarding their selection process might be, “my performance reviews have reflected a gap in my leadership skills under pressure, so I am focused on improving that one problem. John Maxwell leadership books and reading on transcendental meditation have been my point of concentration.”

There is much to mine from that response. High sense of self-awareness and high humility points for focusing on developing through a weakness. Did you notice the depth of focus and ability to rank and prioritize the #1 factor in this solution set of increasing their leadership skills? This is a major problem-solving trait that defines C-suite potential. Like most things in life, it’s about the action. This professional has taken purposeful action on the precise point that will swiftly move them forward toward their career goals.

Depending on the role you are interviewing candidates for, executive-level positions require both depth and breadth of knowledge. The marketing, accounting, logistics, operations, or sales professional who only reads books focused on their specialization, extend their depth of knowledge, but not their breadth. A good response, “I was identified as high potential and entered the executive development program. I am in sales now, but I am reading The Toyota Way and working towards my six-sigma black belt to gain operational leadership skills.” Operations leaders reading marketing strategy books and accounting professionals reading books on sales strategies reflect the level of range needed to be an effective executive leader. Be able to identify “right-handed layup” readers. You want to improve your basketball game – practicing right-handed layups are easy and stroke your ego but do nothing to improve your game. The sales manager who only reads books on sales tactics and can quote chapter and verse on the 7 steps of the sales process might make them a great sales professional, but it will not make them a solid sales manager or VP of Sales. The ability to study on your weaknesses or areas of marginal interest that will deliver the greatest impact on the business is a major differentiator.

Consider asking, “what is your retention and implementation process of the material you have read?” This is a significant differentiator of talent. The top professional understands that the ability to recall and implement the subject matter is key.

Here are the best responses candidates have shared:

“I often re-read the best books. It increases my absorption, who I was as a professional and the challenges I was facing when I first read the book 5 years ago are different than today.”

“I read with highlighter and pencil, making notes in the margins and highlighting the best material. I collect the best material and condense it to 10 bullet points on paper. Using cross-tagging indexing app Evernote so I can quickly reference the material.”

“Our high-potential peer group takes turns presenting books, creating presentations on the material. We have a lot of fun with it and it keeps us accountable to deliver. Conversation around the material is rich with lessons as we learn from each other.”

Interviewing leaders: don’t settle; keep your standards high. Reading discipline is a top-defining executive trait. The following questions should be a part of your interview process:

  • What are your reading habits?
  • How do you select your reading material?
  • What is your method for retaining and implementing new concepts?
  • How did this book impact you professionally? What was the result?

As a benchmark, 6 books a year is a low hurdle for any professional.

Professionals: you will spend 3,000 hours driving to work or thinking about work in 2021; by 2030 you have spent 30,000 hours on work or related activities. Measure the amount of time dedicated to improving your value. How does it compare to the 3,000 hours per year? Consider carving out 100 hours a year to personal improvement. Your income will quickly reflect the efforts. If you are committed to those efforts and not being rewarded, give us a call.

My top interview prep tactic:

Re-read your favorite professional books. Reading often delivers 50% new concepts, 50% concepts you already know but need to be more consistent in practice. Reading also helps you crisply articulate the response to more complex questions when interviewing, such as “What is your leadership style?” “How do you approach team building?” “Can you define your 30-60-90-day plan?” Having the knowledge and ability is worthless if you cannot communicate effectively under the stress of a competitive interview process.

Do not hesitate to reach out for a conversation to determine the exact book recommendations to achieve your goals. Life is lived on the wire; the rest is preparing.


Hire Smarter – Tony


November 30, 2020

Volatility in the lumber industry is here to stay

While recording the most recent episode of the Hire Smarter podcast, the conversation with Kyle Little provided such great insight to the commodity lumber and distribution side to our industry, we wanted to share full highlights of the conversation.

Kyle grew up in a family lumber business, and is currently the COO of Sherwood Lumber, a family-owned lumber distribution business. We first dive into Kyle’s background, which allows us to draw comparisons between lumber industry patterns in the 90s compared to today. We go in-depth into both the supply and the demand side of commodity lumber, Kyle is excellent at articulating, in simple terms, the market drivers and why we can expect this market volatility to continue past 2021.

Kyle: “I will say without a doubt, volatility for the next five years, at minimum, is here to stay. It started in 2017/2018. It continued into this COVID supply crunch in 2020. And 2021 should prove no different. And the reason for that is….” 

Read the conversation

Leaders – LBM leaders commonly will complain about the 2020 commodity market eroding profits. Comments like: “Had we not experienced the volatility in the market, we would’ve made our budget.” As if saying, “When you look at our P&L pre-tax profit, understand we are an excellent company outside how the lumber market treated us.” My follow-up question, “What do you plan to do about it?” is usually met with some version of, “We plan on rolling the dice again this year, and 7s and 11s are sure come, as we are due.” Commanding leaders take action to avoid being tricked, duped, or sacrificed by the lumber market. Ask yourself, what are you prepared to do differently in 2021? When evaluating your procurement team, their performance in 2020 might be the best prediction of their performance in 2021. It’s a new world. Please reach out to schedule a conversation; we can help evaluate the strengths and growth opportunities within the team. 

Industry purchasing professionals – smart progressive leaders know that a great buyer might add 1-2% points of pre-tax profit to the bottom line company wide. People making a $1m impact on a company’s P&L are being valued accordingly. Please reach out to our team to better understand your market value. 


Hire Smarter – Tony Misura 



November 13, 2020

Hire Smarter Episode 13: Kyle Little, COO of Sherwood Lumber

Welcome to our latest episode of Hire Smarter. Our mission is to help building materials industry leaders adopt best practices for hiring talent while helping professionals make better career decisions.

In this episode, we look to deliver a greater understanding of the lumber market. 2020 has been a wild year, and particularly explosive to the lumber market. Our guest is Kyle Little, COO of Sherwood Lumber, one of the largest privately-owned lumber distributors in the nation. Kyle has dedicated his life and profession to understanding the lumber commodity markets and has one message for everyone: “the market volatility is here to stay for the next 5 years.”

What defines heightened volatility? For years 2x dimensional lumber was traded at $320 per thousand with a 30% training range, would fluctuate from $220 to $420 ($200 range). The traditional market lows in January and dealers would watch for a summer slump to buy again. Like the Andy Griffith Show, Mayberry, those days are gone. In 2018 the market traded from a low of $300 to $650, and everyone said that would never happen again. In 2020 the market traded from a low of $250 to over $1000.

What are the factors that drove this recent volatility?

What are the drivers of continuing volatility in the future?

What are the best practices a dealer can implement to prepare?

Kyle does an excellent job laying out some clear, concise answers everyone can action. The sign of a high intellect is the ability to communicate explanations and solutions in a simple, direct format. Kyle hits a home run with his insight and direction.

Listen in on Kyle’s methodology and adopt them as your own, don’t hesitate to reach out to Kyle or myself with any questions.


Hire Smarter – Tony Misura


November 2, 2020

What is the difference between experience and success?

What is the most important factor when hiring a leader? At Misura Group, we look for the candidate’s proven history of success. While a degree, certification, or number of years of experience might be on your list of must-haves, does it outweigh the impact of a candidate’s success in a similar environment?

Consider this example from NASA:

On October 14, 1947, Chuck Yeager broke the sound barrier, at a time when the fast fighter planes struggle to reach 500 MPH. Yeager’s most outstanding achievement was December 12, 1953, when he flew his Bell X-1A at Mach 2.435, 1650 miles per hour, over Edwards Airforce Base. The flight did not go as planned as the aircraft spun out of control on all 3 axes, plummeting 51,000 ft in 51 seconds before he regained control at 25,000 ft and landed safely. Scientists believe Yeager’s body withstood 8x G forces, meaning a 200-pound body would feel the weight of 1600 pounds. Imagine battling through that trauma to regain control of a damaged aircraft and land safely, traveling at 1600 miles per hour.

Fast forward to April of 1959 – the Mercury 7 Project, the development of the world’s first astronauts, under the newly formed NASA. Why did the list of 7 legendary heroes glamorized in the 1983 movie The Right Stuff not include Chuck Yeager? It was not his age, as revisionist history was spun to control NASA’s image. Alan Shepard was only nine months younger than Yeager, Wally Schirra, one month younger, and John Glenn was 19 months older than Yeager.  In actuality: NASA required a college degree, and Yeager had his high school diploma from Hamlin, WV. Yeager was the most successful person in the world in exhibiting the physical and mental prowess related to being an astronaut. He had the proven history of success.

Know the difference between experience and success 

Leaders running a lazy hiring process will talk about the required experience of a candidate. The world is full of people with experience. The perennial bottom 20% of performers have experience, the professionals who repeatedly self-sabotage have experience, but success, on the other hand, is a clear distinction. A history of success in the exact situation, achieved 3 times or more in a similar environment, is the best indicator of future success.

What is most commonly the #1 problem with hiring processes? It is interviewing a limited and shallow pool of talent that lacks a proven history of success. If you do not have more than 2 excellent candidates fighting over the position at the end of your hiring process, your process is suspect. Do not settle. Embrace your strengths along with your areas for growth. The solution is simple, fix the problem areas or hire an expert recruiting firm to deliver the high-level talent your company and team deserve.

In 2002, at the EAA Air Venture in Oshkosh, WI, I saw an old guy climb into P51 Mustang and start taxiing down a runway. Like a kid, I start running after the plane, the family in tow, as the deep throaty merlin engines shake the ground. The fighter plane pulls over into side access next to a podium and the pilot Chuck Yeager climbs out. A mass of 10,000 people walking by clueless, as our family is talking with Chuck one on one. It took about 30 minutes for the crowd to figure out who he was. His message was clear: the minute the US Space Program moved outside the authority of the US military, the focus shifted to money, fundraising, image, and profits. The list of NASA errors and tragedies attributed to that bane is long. Here is a photo of my son, Logan, from the day we met a hero.

Hire Smarter – Tony



October 2, 2020

Hire Smarter Episode 12: Jim Robisch, Senior Partner at the Farnsworth Group

In this episode, our guest is Jim Robisch, Senior Partner at the Farnsworth Group. Jim has been a strategic consultant to the building materials industry for over 30 years, developing strategy plans for companies accelerating their growth, through data and research, not anecdotal information.

We dive into a topic that comes up for Misura Group often – strategy. You can’t operate your way out of a poor strategic position. You can’t develop a large enough sales pipeline or turn inventory over fast enough to make up for a poor strategic position. A truly great strategy is a dynamic force that pulls cultural engagement and P&L performance to the highest goals.

How do you develop an excellent strategy? There is nothing “magical” about this process. Once you collect your data and make fact-based conclusions, the direction should be obvious.

Listen on as Jim shares his wisdom regarding how to create a clear and actionable strategy.


Hire Smarter – Tony Misura


September 21, 2020

5 strategies for overcoming biases to make smart hiring decisions

Hiring decisions are among the most complex and critical decisions that leaders make. The most effective hiring managers can overcome their personal biases to make data-driven decisions that lead to impactful hires. Biases are part of human nature – awareness is important, but it takes a strategy to outsmart them fully.

5 strategies for overcoming biases to make smart hiring decisions:

1) Acknowledge and avoid personal biases 

Personal biases are common, subconscious, or unconscious beliefs about particular characteristics or entire groups of people. They can stem from positive impressions, like the halo effect, or preliminary information, like anchoring bias. Start by educating yourself on the many forms of personal biases to increase your awareness. When making hiring decisions, focus on your scorecard for the position, then collect facts and refer to tangible, job-related reasons for hiring or rejecting a candidate.

2) Use cognitive reasoning over intuition

A cognitive approach is critical when selecting talent. Create vetting questions that will provide a clear insight into the strengths and weaknesses of a professional. Take the time to focus on collecting the facts, not drawing conclusions. If you focus on collecting the facts, the conclusions will be obvious.

“When people believe a conclusion is true, they are also very likely to believe arguments that appear to support it, even when these arguments are unsound.”

― Daniel Kahneman, Thinking, Fast and Slow

3) Speak in algorithms

Speak in algorithms, so the language the team uses is focused on collecting data to complete the math. Math does not lie. To calculate the value of a candidate, the leader must solve the following equation:

Resources x Strategy x Candidate/ Time = Return on Investment

4) Encourage vetting as a team

Vetting is a team event, providing multiple perspectives and a more well-rounded view of a candidate’s fit.  Double-vetting is critical to our process here at Misura Group, standing in each other’s blind spots and calling out each other’s biases.

5) Gather indirect reference checks

People lie on reference checks. This is a tough obstacle for companies and corporate recruiters to overcome as their intentions are not shrouded, making a genuinely unbiased reference highly rare. One of the most valued aspects of our vast network in the industry is the ability to call a president to discuss an opportunity that might be of interest, then asking the question, “in your career, who are some of your proudest mentees?” What this is really driving for is a reference on a manager that reported to him years ago. If the president selects this professional from a history of leading 20+ leaders, that is an objective reference – worth its weight in gold. When reference checking, it is tough for hiring companies to feign their intentions and minimize exposure to the candidate. In this competitive environment, losing candidates to other companies once they are deemed “on the market” is a significant risk. Not to mention jeopardizing a professional’s current career position and need for confidentiality.

We are all susceptible to biases. When it comes to making smart hiring decisions, don’t underestimate the value of a 3rd party recruiting firm standing in your blind spot. Give us a call to learn more about our process here at Misura Group.


Hire Smarter – the Misura Group team


September 4, 2020

Hire Smarter Episode 11: Gary Poulos & Russ Kathrein, building materials industry executive leaders

Welcome to our latest episode of Hire Smarter. Our mission is to help building materials industry leaders adopt best practices for hiring talent while helping professionals make better career decisions.

In this follow-up episode on the colossal merger between Builders FirstSource and BMC, Tony meets up with his close friends and LBM dealer presidents, Gary Poulos and Russ Kathrein.

Having first-hand experience with BFS and BMC, Gary and Russ deliver insights about what makes these companies unique, the opportunities ahead for the now $11B business, and how this event will permanently change how the manufacturers and lumber mills interact with the national production builders.

What are the actions mid-size independent LBM dealers need to take?

Awareness is the greatest agent for change. As these colossal giants merge it will create significant opportunities for those companies that are best positioned. Don’t hesitate to reach out for a conversation and learn the best ways to improve your talent acquisition and retention program.  

Hire Smarter – Tony Misura 



August 28, 2020

Hire Smarter Episode 10: Jim Robisch, Senior Partner at the Farnsworth Group

Welcome to our latest episode of Hire Smarter. Our mission is to help building materials industry leaders adopt best practices for hiring talent while helping professionals make better career decisions.

We all woke Thursday to the news that Builders FirstSource and BMC were merging, creating an $11B company. Our guest today is Jim Robisch, the legacy strategist at the Farnsworth Group. Focusing on building materials supply chain for over 30 years, Jim and the Farnsworth Group have delivered excellent strategic planning to the industry. Jim and I discuss the advantages and opportunities this merger creates for the manufacturing suppliers, general contracting customers, and the LBM dealer competitors.  Jim gets right to the point delivering actionable steps leaders at every level of the supply chain can take to leverage the new market.

Manufacturers now have one account, an $11B account, to serve to simplify their mission.

Tract builders splitting their business between BFS and BMC for competitive pricing can no longer be a strategy.

LBM Independent Dealers – what is your counter move?

Jim points out this might be the greatest step the industry has taken to align the supply chain to focus on the largest single-family new construction builders, the top national tract builders. This alignment and focus will generate significant efficiencies for all parties. Jim’s insight might surprise you as he defines the market opportunities that this bold, smart move creates for the independent dealers.

We also give some guidance to professionals who are measuring the immediate changes in their career path. The best career moves come from thoughtful planning, respecting the highest level of confidentiality while creating more options. Focus on your personal and professional goals and what is best for your families, making certain you are taking steps to drive the changes that most benefit your career. Life does not happen to you; if you take purposeful action, life happens for you.


Hire Smarter – Tony Misura


August 10, 2020

5 key areas of onboarding that will drive long-term success

Onboarding is a key step for any organization introducing a new leader to their team. Understandably, most organizations have their own processes in place tailored to fit their unique company structure and culture. From completing paperwork and setting up a workspace, to meeting and building relationships with the team, these steps are necessary to integrate a leader into a new mindset and organizational flow.

If you don’t have an internal process in place, Harvard Business Review provides a great place to start:

As recruiters, we partner with companies to find and hire talent, becoming a long-term ally to help organizations achieve continued success. After the hire, we continue to act as a resource and include onboarding as part of our process to ensure a smooth transition and avoid any unanticipated obstacles. This helps to accelerate the level of communication, awareness, and trust for both leaders and the new hire.

How does our onboarding complement an existing internal process?

While an internal onboarding process is critical for new hires, the addition of our outside perspective and pre-existing relationship with our candidates can help create a higher level of success. We have a series of conversations over the course of 6-12 months, focusing on 5 key areas:

  1. Clarity of the role and responsibilities

Understanding what defines success (and how it is measured) is essential. Making sure the individual has the authority to drive results over what they are accountable for will determine their level of empowerment. Knowing how to deliver the value that will produce the impact that leadership considers the highest priority will gain momentum and respect quickly.

  1. Power of candid communication

Candid communication about sensitive topics that directly impact the health of the business is essential. Building relationships with this level of trust and transparency can take varying lengths of time, depending on personality types. A common challenge is aligning the rate of the relationship building with the urgency of the issues. Great organizations are committed to the language and messaging used daily to communicate their values.

  1. Organizational commitment

Is the company leadership following through in their commitment to support the role and its initiatives? This includes providing resources, time guidance, mentorship, added staff, equipment, and access to needed information.

  1. Relationship building

First, the candidate must be aware of the key stakeholders who are critical to their success. Prioritizing the time and space for those relationships to develop on a foundation of trust can take extra effort.

  1. Cultural nuance

In many organizations, some of the most important cultural discretions don’t appear in any handbook, despite being essential for employees to understand. Knowing the expectations around speed and timing to deliver an impact, and how that affects the company’s cultural foundations, can define winning and losing.

We have countless examples of ways onboarding has contributed to the long-term success of our clients and candidates. At Misura Group, our goal is to accelerate the level of trust new hires have with their leaders. Candor is how true friends talk; the challenge is the length of time it takes for friendship-level relationships to develop in the workplace. Leaders who view onboarding as a great opportunity have the greatest success. Give us a call at (612)326-3006 to see how we can support your company growth through innovative hiring solutions. 
Hire Smarter – Tony


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