How Negative Employee Reviews Can Hurt Your Recruitment Efforts

Posted on February 20, 2018May 21, 2018 by Pact & Partners

20 Feb

How Negative Employee Reviews Can Hurt Your Recruitment Effort

Ratings and reviews are the insignias of our age: we all love to tell the world about the places we like to go, the things we like to do, the music we love, the sentiments we approve of. More importantly, we love to talk about what we don’t like about these things, whether it’s about how our meal tasted, what our sandwich looked like or how we were treated.

Nothing is exempt, it seems. Restaurants, medical clinics, mechanics — they’re all fair game. We may feel good about supporting the businesses we love, but we seem to enjoy giving them a dressing down even more. Posting a bad review allows us to prove that we have skin in the game. We flex our consumer-muscle and show the rest of the world (and the unsuspecting business) that our voice matters — because it does.

In fact, a recent study found that 97 percent of consumers read online reviews, and 85 percent of them trust these reviews more than a recommendation from a friend. Positive reviews help build trust in a company and a whopping 49 percent of customers say that they look for a minimum of 4-star review averages before they purchase.

Unfortunately, professional organizations are not exempt from this trend, nor are employers in any industry. Job seekers today are actively using Glassdoor as part of their search to help them develop opinions about companies, to research salaries, and to find out about what it’s like to work there. Once they are on the other side of the fence, they also want to share their experiences so that others may be better informed.

In 2014, it was estimated that about half of all job seekers used Glassdoor. Now, the number is closer to 90 percent. Somewhere between one third and one-half of all candidates that use the service report that they won’t even consider an employer if they have less than a three-star rating, so it’s easy to see how these black marks can tank your chances of landing quality talent during the recruitment process.

And Glassdoor is not the only platform you have to worry about. LinkedIn, Twitter, Facebook, Medium, Indeed — just about anywhere on the web that you can post can be a forum for poor experiences, each one a veritable hotbed of heated discussion with the potential to tank your good name. While the reviews aren’t always bad, occasionally, a particularly dreadful one will go viral and bring a barrage of negativity raining down so badly that it will affect a company’s profitability as well as their reputation.

It would seem that a person scorned is ready and willing to do as much damage as they can. Once the word is out, the domino effect of bad press could make an already challenging recruiting landscape even more difficult. If attracting top talent is a priority — and in the highly competitive landscape of life sciences, talent is arguably everything — it is more important than ever that you do everything you can to protect your brand and your reputation.

This means taking a page from some of the most successful brands in the consumer marketplace: make sure negative reviews don’t get a chance to happen.

How Negative Reviews Affect Your Recruitment Process

Here are some recent statistics for you to consider:

61 percent of job seekers will visit a company’s online properties (social media, websites, reviews sites) before they apply for a job
55 percent say that if they read a negative review it would prevent them from applying
Job seekers will give more credence to the opinions of other job seekers than they do the company

It would seem that if there appears to be a trend of negative feedback, a candidate will move on to the next company.

While most review sites allow you to respond to comments, in some situations there likely isn’t a whole lot you can say to position yourself as the hero. For instance, if you get eviscerated in a review by a former employee who was terminated for cause, it would probably not look great for you to clarify the situation too much, even if it was true. By law, personnel files are confidential, and you could get your company into a world of trouble by responding to their scathing review by saying “Mr. Brown was let go because he was lazy and never finished his work,” you might be setting yourself up for a libel suit or worse.

It’s a double-standard for sure, but even though they’ve done their best to make you look bad, there’s not a lot you can say in rebuttal. That said, deciding not to respond can have consequences as well. You must choose your responses carefully and consider the letter of the law as well as any privacy issues.

Is It Legal? Or Is It Libel?

On some social platforms, such as Facebook, for instance, negative reviews can be removed because you control the page and its content. However, sites like Glassdoor can be more difficult to change as the comments are largely anonymous. If the comments are damaging and untrue, you do have recourse, but sometimes the process can take months and by then, the damage may be done.

On the other hand, people have the legal right to complain about working conditions and rights violations and if they choose to do so in a public forum or on the web, they are free to do so. If, however, these points are at issue, you have a much bigger problem than just a rogue employee.

Being Proactive About Online Reviews

Policies around online posting are far easier to enforce when the person is still in your employ. Once they are gone, you lose that control so the best thing you can do is to stop bad situations from happening in the first place. An ounce of prevention could stop a bad situation from becoming worse for everybody.

Paying attention to negative posts is a good start but trying to make sure that they don’t happen in the first place is really the best policy.

Some things you can do include:

Carefully monitor all of your web properties, including social sites, recruiting sites, and review sites
Make sure identifying negative employee posts are top of mind for your HR team
If you can attribute the post to a current employee, ask them nicely to take the post down while you make an effort to address their concerns through the proper channels
Don’t argue the veracity of the post
Try to resolve the issue by appealing to their sense of fairness
Be sure that they know their comments are damaging them, and if they no longer work for the company, their former colleagues
If this doesn’t make a difference, appeal to their former co-workers to speak to them directly. They may not have a sense of how they are causing damage unless they can put a face to it. There aren’t many people who are OK with causing their friends any grief
Don’t shy away from legal action if the post is damaging. Consult with an attorney first, but a cease-and-desist is usually the first course of action
If a damaging post gains traction or becomes viral, consider releasing a statement that refutes and addresses the issues raised but does not state any personal details

Establish a Company Policy

Protecting your brand begins with the establishment of a company policy around brand protection. You should set forth clear guidelines that prevent employees from posting negative remarks or comments that are contrary to your values and culture.

Here is an example of how you might word this policy:

“As a matter of courtesy and respect for your fellow colleagues, all employees are expected to voice any concerns about their jobs, job description, working conditions, other employees, and management to their direct supervisor, manager or human resources department. Posting grievances that relate to the company or your job anywhere on the internet, including social media channels or review sites, is not a productive activity as it does not adequately address or remedy these concerns. Posting about such matters in a public forum while employed by this company may result in disciplinary action or termination depending on how severe the situation is deemed to be. We recognize that all employees have a right to free speech, we will review all comments on an individual basis and will address each situation as needed. Employees who have been terminated will be invited to discuss any such issues during the exit interview process so that they can be dealt with appropriately. Complaints posted online, either during the course of employment or after termination, will be subjected to the reference check process, meaning that such behavior will be included in references given to future employers.”

Though you do want to avoid getting into an online war with a former employee, giving them fair warning that there will be consequences may give them pause. In this case, you would not be violating their privacy because the posts would be widely available online and so not private.

In conclusion

Most of your employees will understand that negative statements online don’t just make the company look bad, they make them look bad too.

A good example of this would be an individual who took to the web to complain about her salary as well as the company she was working for. She was fired the same day the post went live and even though she may have had a very good point about her salary’s disparity, it came off as petty, immature, and whiny.

Had she addressed the situation through the proper channels, she may have had a different response. She certainly wouldn’t have had to endure the public shaming that ensued or the embarrassment of losing her job because she was unable to get her message across to the people who could have instigated the much-needed change.

On the HR side of the discussion, most hiring managers agree that a candidate that bad-mouths their former companies or employees comes off as immature, discriminatory, and shows a lack of judgment. If these traits are visible from the start, it is only likely to get worse over time.

In the case of being asked for a reference to support a former employee who was known to engage in negative discussions about your company, don’t hesitate to reveal that the individual was involved in such activities. You are under no obligation divulge the nature of the comments and can leave it up to the new employer to do the research and find out for themselves, but it is your responsibility to protect your company’s reputation.

As for the employee, you should always make sure that they have access to the outlets they need to discuss any pressing concerns before they get out of control. If they don’t take you up on it, be sure you have the right safeguards in place to help you maintain your position in case of an unfortunate incident.

How to Negotiate Salary Without Asking About Salary Expectations

Posted on February 13, 2018May 21, 2018 by Pact & Partners

13 Feb

How to Negotiate Salary Without Asking About Salary Expectations

Asking about salary history during the hiring process is actually illegal in some states. Not astonishingly, this means that when it comes time to make an offer, there might be some surprises.

The need to get in line with the rules has, however, fueled some interesting and progressive initiatives from some of the world’s biggest companies.

Amazon, for instance, is planning to hire in excess of 100K new employees this year to power up new locations in the United States. Hiring managers will not be asking for a previous salary, no matter what state regulations might apply. Meant to level the playing field, there are some that feel this will be harmful to some groups — especially women.

Is the Salary Disclosure Law Limiting Us?

Without the ability to negotiate or push back when a disparity is identified, candidates might be at a disadvantage. When it comes time to finalize the offer, this approach might derail the entire process, wasting a great deal of time and effort and causing a ripple effect of frustration from HR right up to the C-Suite.

If we can all agree that there’s got to be a better way, let’s look at what we know:

As a hiring manager, you can’t talk about salary history.
If you don’t talk about salary, everybody will be surprised at the end of the recruiting process.

How to Negotiate Without Asking About a Potential Candidate’s Salary

At the offer stage, many companies will make a standard offer based either on what the job pays or on the current marketplace. This removes the negotiation process, which at times must be competitive if you are to win the talent you need.

Here’s a way of gauging how your candidate might respond to your offer without asking for specifics: frame a salary range into a hypothetical situation to gauge their amenability. You might say something like “If we were to decide that we wanted to bring you on board, the offer might be in the range of 80K to 100K. In your opinion, is this a range that you might consider?”

You have put the question to them in a hypothetical manner and have not asked about their salary history. It’s a simple yes-or-no question that they are not required to elaborate on. You can then listen to their response and observe their physical reactions to get a sense of which way they are leaning.

By employing this technique, you have put your cards on the table and you have left some room to negotiate. Using this method, you have discovered much about where you and your candidate stand. You have neither broken any rules nor put anybody in an uncomfortable position. It is a flexible yet quantitative method that simply requires a slightly different technique than you might be used to.

In the end, you are still responsible for ensuring equal pay for women, minorities, and other protected groups. That doesn’t mean, however, that each candidate should have access to the same pay regardless of their experience and skill level. This method allows you to work within the parameters of the law while accomplishing your hiring goals.

How to Assess Soft Skills in the C-Suite

Posted on January 12, 2018May 21, 2018 by Pact & Partners

12 Jan

How to Assess Soft Skills in the C-Suite

In life sciences, the value of soft skills goes far beyond simply being able to get your point across. Knowing how to assess soft skills in the recruitment phase is essential to a successful process.

In the c-suite, the ability to listen, empathize, and communicate with individuals from any department is key to any leader’s success as it encourages the kind of loyalty, respect, and transparency that are the hallmarks of any high-functioning team.

But, even if your candidate is speaking the words, how do you really know that they can walk the walk? Knowing how to assess soft skills during the recruitment phase is crucial, but you can’t absolutely rely on their CV for confirmation. First, you will need to do a bit of discovery. Then, you will have to put some of their claims to the test to find out where they really stand.

Four executive soft skills and how to assess them

Some soft skills are easy to ascertain, and some are more elusive. Let’s look at a few of the top soft skills we seek in today’s life sciences leaders and how we assess them:

Soft skill #1: Communication

Communication is a multi-faceted skill as it involves give-and-take on two different levels: verbal and written. A candidate’s cover letter should be a good initial indication of how well they communicate on paper. If it is error-free, clearly written, and there are no spelling or grammar mistakes, this is at least a good initial assessment.

Verbal communication can be assessed through direct conversations as you find out more about who they are and how they see themselves. Well-spoken statements that make their point concisely are positive, especially if your questions are framed to elicit an out-of-the-box response.

Do they listen to your question first, or do they interrupt before you’ve finished? Did they take the time to understand the question completely? And finally, did they actually answer the question you asked?

The ability to present ideas to large groups of people is often very much a part of an executive position. For these candidates, you might ask them to give you an ad hoc presentation on a topic of their choosing during one of your meetings. This will tell you several things: how they respond to the unexpected, how well they can communicate their thoughts, and how quickly they can adapt their demeanor to meet the challenge.

Soft skill #2: Collaboration

Collaboration and teamwork are essential in life sciences. No matter what department your candidate is being considered for, teamwork is the foundation of success from the c-suite to the OR.

Ask the candidate to describe a collaborative situation and its results. Ask them to talk through a scenario in which better collaboration would have improved the result. Were they able to turn things around? And if so, how did they accomplish it? Ask for specifics, and find out how they personally felt about the situation and what could have been done differently to achieve an improved outcome.

Soft skill #3: Integrity

Integrity, honesty, transparency — these are all highly desirable leadership traits, and especially important when dealing with investors, shareholders, or the public. In recent years, we have seen many cases of executives losing their way, giving in to a sense of entitlement or engaging in unethical practices that serve few but themselves.

To lead from a place of integrity requires ongoing self-evaluation and, often, the courage to seek counsel from outside of their own organization to be sure they fully grasp all the implications. This is especially important in times of economic challenge when information that comes from the CFO might only be a part of the puzzle.

Integrity is difficult to assess simply by asking questions. It may be more valuable to have a clear picture of the candidate’s background and to ask them about specific scenarios to understand how well they perform under pressure. What they do and what they say when their back is against the wall says a great deal about their character. As a leader’s ability to influence others is what will ultimately take them to the top, those who they lead must have absolute confidence in them. Integrity is essential in order to realize this goal.

Soft skill #4: the capacity to learn

Many highly skilled individuals, executives and clinicians alike, may allow their status, power, influence, or money to dictate their behavior. Once they have arrived in the c-suite, many don’t feel like there is anything left to learn.

Many incredibly smart people invest too much time and effort into simply being smart. Many would prefer to spend their time proving their validity to others instead of challenging themselves to grow and evolve. When a person sees themselves this way, they may believe that there is nothing left to learn despite what they say to the contrary. After all, it would seem pretty arrogant to come across this way, and most of them are at least smart enough to know this.

In assessing the capacity to learn, look beyond the words and make particular note of the activities the candidate is actively involved in for the purpose of furthering his or her learning goals.

While these are just a few of the soft skills that your candidates should be evaluated for, the key takeaway is that actions always speak louder than words. An executive recruiter can play a significant role in helping to assess these qualities in tomorrow’s leaders. Call or request a quote today.

Common Pitfalls in International Biotech Recruiting

Posted on January 3, 2018May 21, 2018 by Pact & Partners

03 Jan

Common Pitfalls in International Biotech Recruiting

If you are searching for top leadership talent for your international biotech company, it always pays to work with a specialist. Whether you are a small company, a startup, or a global organization, it’s never easy. Pact & Partners, a leading Life Sciences recruiting firm, is here to support you with sound advice on common pitfalls in international biotech recruiting and tips on how to avoid making them.

Good leadership is hard to find. Landing the ideal candidate is often a lengthy and complex process that requires patience, preparation, and the ability to visualize what that talent looks like and what, ideally, they will bring to the table.

If you are expanding into new markets this process is especially difficult as there may be vastly different compliance and regulatory issues to consider. The culture is different, and the expectations of the clientele are different, but one thing that never changes is the talent itself. Being able to identify the right talent is where the challenge lies, but there are ways to mitigate the risk and give yourself a better chance of success.

Let’s look at a few actionable tips that can help you avoid common pitfalls in international biotech recruiting:

International biotech recruiting tip #1: Keep your eye on the prize

Your company’s mission and vision should figure prominently in any major recruiting decision you make. Placing the right person in the right position is key to your long-term success. Even if you feel that you are behind the eight-ball and need to make a decision sooner than later, try to focus on the future.

Your gut reaction might be to hire somebody who will provide a “quick fix” in the short-term, but if you have doubts about their long-term potential, perhaps it’s more prudent to keep your options open. If your goal is to find somebody who will be able to take your organization into the future, be absolutely sure about your decision. Having to revisit this process again in the near future is neither cost-effective or good for your culture. If you absolutely need somebody right away, consider placing somebody on a temporary basis until you find the right fit.

International biotech recruiting tip #2: Consider the local culture

Culture is important to any high-performing organization, but it’s also important to note that just because a culture works for you in one country doesn’t mean it will be exactly the same in another. Business practices, regulations, and customs are likely to be completely different, so it’s important that you don’t put yourself in a situation where you are forcing a square peg into a round hole. If you do, you are putting your new recruit at risk and possibly your company if you lose them entirely. Keep an open mind, think outside the box, and don’t be afraid to step outside your comfort zone. Consider the qualities that are most valued in the target country rather than clinging to what you know.

International biotech recruiting tip #3: Familiarize yourself with local markets and specialties

Knowing what the standards are in each country you are going into is key to a successful recruitment process. Find out what typical salary ranges are in the target country as well as what the long-term expectations are of candidates in your niche. Some of these variables can range drastically from city to city as well, not to mention the talent pool may be larger in some places than others. In a more competitive market, you may have to be more persuasive to secure the talent you need.

International biotech recruiting tip #4: Know about local privacy and hiring legalities

As some countries have restrictions on what you can and cannot ask a potential candidate, it is important to familiarize yourself with these policies before you begin the process. Asking the wrong question might land you in much deeper water than if it were simply a faux-pas — it may actually get you in trouble with the law! Some are issues of privacy and some are meant to discourage discrimination. Become well-versed in employee rights and the expectations that are upon you, as an employer.

International biotech recruiting tip #5: Be realistic

Recruiting for biotech takes time — especially if you are in search of effective leadership. You might be able to shortlist a few candidates within the first few months, but there are other tasks that need to be completed before you can begin negotiations. These include vetting their claims, checking their references, assessing their skills, and determining whether they are a good cultural fit — and none of these will happen overnight.

Some of the issues that might affect your timeline include the unemployment rate in your target country; if there are more people than there are jobs, the process may go a little more quickly. If the reverse is true, prepare for a lengthy and nuanced process, as even if you do locate an ideal candidate, it may take careful negotiation in order to lure them away from their current position or another offer.

International biotech recruiting tip #6: Include all decision makers in the hiring process

This is a common trap that many companies fall into — not inviting the opinions of all of the stakeholders in the group. You want to make sure that everybody is on board with your decision to avoid push-back down the line. If there are concerns, hear them out. If you feel you need to be quick to move on a particular candidate, call a meeting so that everybody’s voice can be heard.

International biotech recruiting tip #7: Consider soft skills

Soft skills are essential for any leadership position and nowhere is this more evident than in the high-stakes biotech industry. However, certain character traits can be viewed differently from country to country, so it’s important to understand how your candidate’s soft skills fit into the bigger picture.

For example, North Americans and British people tend to have a sarcastic sense of humor. Europeans, on the other hand, don’t understand sarcasm and would likely think that the person either didn’t like them or was being intentionally insulting. While this is not likely the case, it’s important to protect your staff from little earthquakes like this that could potentially disrupt the status quo.

Humility, familiarity, arrogance, brevity, and candor can also be misinterpreted if the cultural norm is skewed otherwise. Understanding the local culture is the key to assessing soft skills on an international level, and the right balance of soft skills is the key to keeping morale high among the rest of your team.

International biotech recruiting tip #8: Understand what equivalent titles are in each country

A title or a set of letters after a name may mean something completely different from one country to the next. While being a “Director” in one country may place your candidate at a high level, if they are coming from another country, it may mean little more than a glorified assistant. Be sure you understand what each candidate’s responsibilities were for each of their previous positions in order to properly assess their relevance for your situation; however, knowing what specific titles mean specifically will help shorten this process considerably.

International biotech recruiting tip #9: Learn to be an effective remote manager

Managing your team from afar requires a different approach than if you were hands-on and present every day. Your team needs to know that they are a part of something bigger and that the company cares enough to include them in their long-range planning. Even the best recruits can lose their way if they are poorly managed. Distance should not be a catalyst for dissention.

Consider implementing an integration program for your new recruits to familiarize them with your brand and its values. Holding weekly video conferences is a great way to connect names to faces. Getting to know other stakeholders in the company, even if they are in different countries, will go a long way to helping your people feel like they are part of something bigger than themselves. If an employee feels valued, they are more likely to stay in their position. Be sure they have everything they need to move forward with confidence.

International biotech recruiting tip #10: Provide mentorship

Life Sciences is a field like no other. Most of the people involved in the industry are highly trained and specialized in their field, so it’s not unusual for them to be thrown into the fire, so to speak, without so much as a training period. The need for talent combined with an urgency to fill open positions sometimes forces your hand. Keep in mind, however, that your new recruits may need a little more from you in order to become the high-functioning team member you need them to be. Dedicate some time and effort to mentoring your new hires and you will not only be assured of a smooth transition but will stand a much better chance of keeping them for the long haul. Your recruiting partner should be by your side through the entire process to ensure a seamless on-boarding.

While these are just a few of the pitfalls you might encounter in your international biotech recruiting process, they are the most significant.

Ultimately, choosing the right candidate boils down to one thing: are they the right person for the job and do they have the talents your company needs to take it into its future?

Be sure you are allocating enough time and resources to the process and don’t get discouraged if you don’t get results right away. Remember — good things don’t always come easily.

If you are a biotech or life sciences company looking to expand into international markets, you need a recruiting partner with insight and experience in your target countries. Pact & Partners has been a leader in international biotech recruiting since 1987 and can help you build a high-performing team from the ground up. Call to speak to one of our consultants today and discover what’s possible.

How Important are Soft Skills for a C-Suite Exec?

Posted on December 21, 2017May 21, 2018 by Pact & Partners

21 Dec

The ability to communicate is arguably one of the most important attributes of any successful person — being able to get your point across clearly, concisely, and more to the point — persuasively.

In life sciences, as in many other highly skilled industries, we often look first at technical ability, experience, and education first, but it’s the soft skills that elevate some above the rest.

Effective leadership, in fact, depends on soft skills.

Soft skills provide a basis from which executives are able to lead through others–in essence, being able to motivate and persuade those they lead to carry out their vision for the betterment of the organization. You might say that it’s an exercise in storytelling as much as it is in leadership. Your teams need to be engaged with the plot line in order to move that story along to its ultimate conclusion.

Soft skills analysis

Let’s look at some of the essential soft skills a c-suite exec should have in his or her arsenal:

Communication: speaking the language

In any life sciences organization, there are many departments whose jobs are so technical that they actually have their own language, their own terminology. It’s the way they communicate among themselves, but another department may have little understanding of their jargon, relying instead on their own inter-disciplinary lingo to communicate to their own team and peers.

As a leader in the c-suite, a working knowledge of the jargon used by each department is necessary, but even more important is the ability to translate that information into plain English that anybody can understand.

Why is this important? As a leader, a c-suite exec is in a position where they need to be able to take what is happening in any given department at any given time and relay concerns and issues in a way that is understandable to the rest of the executive team — and also to be able to speak directly to the stakeholders who are at the heart of the issue.

Empathize, listen, understand, visualize

Beyond the ability to understand and communicate between teams, a c-suite exec needs to be able to empathize. This is a key attribute in the process that will ultimately lead to a successful resolution of the issue at hand. Without the ability to truly empathize, there is no impetus to find a solution beyond the obvious.

Our top talent in the c-suite does not get there by being unapproachable, rigid, or closed-minded. The leaders we look to for the guidance and vision we need are not only easily understood, they are good listeners. They are intuitive, they encourage open dialogue, and are pivotal in encouraging collaboration and productivity. They are as transparent as they are personable.

While these are qualities we aspire to at the management level as well, they are traits that most c-suite executives have mastered. They possess a combination of practical and theoretical knowledge and can put an analytical slant on a situation while also applying best practices, employing a combination of these things to arrive at an equitable solution.

As opposed to a manager who may be operating on a reactive or gut-level basis, c-suite executives must function at a higher level, a place where opportunity springs from adversity and solutions are not just of the break-fix variety, they are sustainable and far-reaching.

Rather than being dependent on their technical know-how, their ability to hear what’s being said and to envision a path through to the other side is what sets a true leader apart. What gets them there is their ability to listen, to empathize, to analyze, and to persuasively communicate what needs to be done

Diversity of experience

All organizations have a very specific culture. If the culture is high-performing, it’s important to be able to maintain its functionality clear to the c-suite. This means that their leaders need to be able to recognize that culture and provide a habitat where it can thrive and grow.

Even if an executive is coming from a completely different niche, a different industry or a different country altogether, their ability to articulate and embody the values and the culture of an organization are what is going to support it best. Knowing what motivates employees is the key here, and having the insight to recognize what needs to be said or done to continue to motivate them brings value that resonates throughout every department.

Adaptability: the final frontier

Having mastery over these soft skills is a common thread we see in the c-suite. These are skills that will rise to the fore in times of change–and if anything is a constant in today’s world, it’s change. The ability to foresee the change that’s coming and then to gently steer the organization and its people towards that future demonstrate true leadership.

While some changes are subtle, others can be life-altering. This could be due to sweeping regulatory restructuring at the government level, internal or external financial trends, or technological transformation.

Any of these things could cause widespread disruption and fear that the mission is not sustainable. This is a situation that illustrates just how important soft skills truly are in the c-suite, as an effective leader can help brace for the change and gradually steer their organization in a positive direction, using persuasion, empathy, and their innate ability to tell the story of how all will be overcome.

How Pact and Partners can help

While soft skills may be viewed by some as being intangible, your executive recruiter can play a significant role in helping to identify these qualities in potential executives. Call or request a quote today.