Career Partners International Board of Directors for 2018-19

Career Partners International (CPI), a leading global provider of Outplacement, Career Management, Executive Coaching and Leadership Development services, has elected Larry Fisher as the new CPI Board Chairman. Larry Fisher is preceded by Sharon Imperiale, who will remain on the CPI Board as Chairman Emeritus.

Larry Fisher leads CPI’s New York Partner, The Ayers Group, as principal of the firm, overseeing all Career Transition, Executive Coaching, and Career Management programs. Larry has been with The Ayers Group for six years, focusing on building relationships and delivery of high quality, high touch solutions. The Ayers Group is a part of Kelly OCG’s Talent Advisory Services practice and a founding partner of Career Partners International (CPI). Larry has held a position on CPI’s Board of Directors for over two years.

Larry joined Career Partners International with over twenty years assisting clients effectively navigate organizational change. He holds a B.A. in Communications from the State University of New York at Oswego.

“Larry knows our business extremely well and brings a unique perspective,” says Doug Matthews, President & CEO of Career Partners International. “Larry Fisher has a strong history of success that will help guide us as Career Partners International continues to grow at a strong pace.”

Career Partners International’s global network of offices and experts guarantees excellent, personalized services with cutting-edge technology whether in a local market or cross-continent business to improve engagement of your employees that yields impressive business results and reduces unwanted attrition. To learn more about Career Partners International’s wide range of business-evolving offerings.

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Manage the Change, Don’t Let the Change Manage You

In a 2015 study, Gallup’s David Leonard and Claude Coltea asserted that 70 percent of all change initiatives fail. Anyone who has overseen a transformation knows that leading change is not easy. It’s complicated and commitment is required at multiple levels. Just as all organizations are different, no two change initiatives are the same. A change leader must consider the nuances and uniqueness of the organization – taking into account the needs of the business, the interdependencies between departments, and the impact to employees. While it isn’t easy, the following seven guiding principles will greatly increase your chances of successfully implementing your initiative.

1. Build a stable foundation for managing the change initiative and articulate your vision.

A strong foundation starts with a vision for the change that is aligned to the business strategy. Simply put, solid planning, competent leadership, and systemic thinking. Identify a change management team that the initiative deserves and who share in the vision. In addition to a sponsor (usually a senior leader), identify a change agent who is responsible for leading a broader change management team. This person must demonstrate strong influence skills and have broad organizational perspective. This team will be responsible for creating the road-map for the transformation.

2. Give the change agent and the change management team free reign to execute their plan.

In order to drive the change forward, the team must be given the opportunity and authority to plan, execute, and make decisions. This is not to say there cannot be oversight, but if the team believes that their ideas and recommendations will be corralled, they will instinctually confine their recommendations to only what they think will be accepted.  

3. Focus on the problems, not the symptoms.

Ground yourself using the question “what problem am I trying to solve”? Using this as your beacon will help assess the situation from an unbiased lens.  Using problem solving methods like the Five Whys, conducting a SWOT analysis to understand the internal and external factors, and other popular methods will ensure you are addressing the right issues.

4. Use a balanced and inclusive approach to gathering information. Look beyond the numbers.

Often, the first indication that a problem exists is the qualitative data – such as handle times in a call center or conversion rates in a marketing group. Equally important however, is qualitative data from the frontlines.  Involve frontline leadership and key team members to get a perspective from the trenches. Not only will you gain the “color commentary” around the numbers, you’ll reduce resistance by giving them a sense of inclusion.

5. Use the power of the people.

While leadership can limit resistance by creating excitement and anticipation for the changes, humans are wired to be suspicious of unfamiliar things. Successful change initiatives set the stage by articulating the business need; building momentum by engaging and soliciting input; giving employees needed tools and resources; and anchoring the changes by recognizing accomplishments and celebrating successes. Making the transition as easy as possible for the individuals who are tasked with execution, creates the least disruption to the operation and ensures long-term sustainability.

6. Communicate, communicate, and communicate.

Use storytelling and personalization to explain how the changes will improve things. Talking about a customer who had to spend hours on the phone trying to resolve a problem with their sick child’s prescription, or how “Mary in finance” won’t need to work 12 hour days at the end of the quarter to close out the books is much more powerful than “this change will make us more efficient and responsive to customer needs.” It is also most effective to use multiple mediums and venues to allow for employees to address concerns and ask questions. Senior leadership and/or HR should be represented in these venues and could include town halls and dedicated staff meetings.

7. Identify the metrics that will guide you to your end game.

Having clear and measurable goals that help define the path to a successful transformation is vitally important when executing a broader strategy and ensuring sustainability. Identify clear key performance indicators (KPIs) that provide everyone with consistent and measurable goals. The KPIs should be tied to the strategy and the reasons behind the transformation.

CPI’s unique approach to managing change is illustrated in our proprietary Change Navigation Model™. We help our clients and their leaders traverse the path to a successful transformation by recognizing the fundamental needs of both the organization and the employees.  This holistic approach anchors the process in three distinct phases: Creating a Vision which aligns the change plan to the broader business strategy; Planning and Building Momentum by considering the needs of the employees; and, Implementing and Sustaining the change by seeing the plan through and celebrating the successes.


Mark Saddic
Senior Talent Development Consultant
CPI Philadelphia

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It’s the Best Networking Time of the Year!

Many job seekers think that they need to slow down their job seeking through the holidays, because nothing is going to happen between now and the end of the year.  Businesses are hard at work closing this year’s deals as well as preparing for next year.  Job seekers need to be doing the same thing.  Holidays or not, businesses need talent.

Smart job seekers capitalize on holiday networking opportunities to find smart ways to build their job search momentum.  They challenge conventional wisdom, and find the reality is a whole lot different than the myth!  Here are six reasons why the holidays are a great time to accelerate your job search.

Competition decreases

Conventional wisdom may be widely accepted, but it is not always wise.  The belief that nobody is hiring during the Holidays is a good example.  This is great news for you, the wise but unconventional job seeker!  Less competition!  It’s time for you to intensify your search and take advantage of the fact that others have slowed down their efforts and made an early start on ugly sweaters and egg nog.

Business travel slows down

One benefit of being a job seeker is that you don’t have to fight the airport crowds doing yet another business trip.  And maybe you’re not the only one.  Maybe those busy executives – the ones who are always on the road and hard to reach – have decided to give the TSA a miss, too.  They’re back in town over the holidays and available to meet with you to give some valuable advice and key referrals that will help you in your job search.

People are more receptive

Tis the season to be jolly!  Holiday parties with family, friends, and industry associations give you many opportunities to network.  Decision makers, like everyone else, are in the holiday mood and more accessible.  What’s more, if you play your cards right, they might invite you to that holiday party where you can meet other senior execs for more advice and information.

Budgets drive decisions

Without budget approval, there is no job.  When budgets expire at the end of the year, no hiring manager wants to have to go to their boss and ask for new approval to hire next year simply because they didn’t get around to filling the position this year.  They need to get that vacancy filled in a hurry!  Target that hiring manager and show them you are the talented person they have been looking for.  It’ll solve their problem – and yours!

Recruiters want their commissions

If there’s a recruiter involved, you can rest assured they want to maximize their year-end commission.  And they don’t get paid unless you – or someone like you – gets hired before the end of the year.  You’re well qualified, experienced and prepared.  So, why shouldn’t it be you in that position?

You want to maintain your momentum

Winning that great job does not happen over night.  You have to work at it diligently and persistently.  Building and maintaining momentum is key.  Your competition, having decided that partying and shopping is more important than job seeking, has dropped back to the end of the line.  And, even if you haven’t already won the job, you’re ahead of the game and at the front of the line come the beginning of January!  Ready, willing and able!


So, re-write the lyrics of the familiar holiday tune and sing “It’s the Best Networking Time of the Year!”  Ask your Career Coach to help you change your thinking and adopt a different approach, to end up with the job you want, one where you can succeed.  Remember that finding employment is a business transaction – you win the job because you demonstrate that you can solve the business problem that keeps the hiring manager awake at night.  Become effective and impassioned in selling a product you know best – YOU!



Brian Hinchcliffe is Director, Executive Career Transition Services, with Career Partners International in Houston, Texas.  He prepares executives for their next career opportunity.

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Career Partners International’s High-Tech Career Coaching Delivers Extraordinary Results

Career Partners International (CPI) is one of the largest career transition and outplacement firms in the world, offering consistent support to clients across the globe, whether they separate a single employee or are faced with a large-scale layoff. With a Net Promoter Score of +78 and 97% of candidates reporting full satisfaction, Career Partners International is pleased to offer its best-in-class services to clients and participants across continents.

Career Partners International prides itself on having industry-leading technology with a digital suite of tools and resources that assists job seekers. However, in today’s career transition industry, technology can become a crutch that elongates an individual’s job search success when used in lieu of the personal interaction that leads to meaningful results. In our highly digital world, the data still supports that  70% of candidates find their next position through networking not sitting in front of a computer.  For example, Career Partners International’s online job search tool is a great gateway to find opportunities, but the team’s one-on-one career coaching is what determines candidates their next best step to connect directly with decisionmakers in their target companies. The average tenure of CPI coaches is well over 10 years, so CPI knows what it takes for a person to effectively move through a transition, conduct a job search, and onboard themselves into a new role.

“One-on-one mentoring provided customized evaluation of my personal career options, relevant companies, and offered concise evaluation. My coach was an excellent mentor providing honest feedback to how I should proceed during the job search process,” said a participant who successfully landed a new role. “All training sessions completed the learning of how to successfully apply for a job. Resume development, job offer negotiation, and dealing with external recruiters were other important skills that I improved on as a result of this program.”

“All the people at Career Partners International were supportive, informative and made my journey easy,” said another successful participant. “I don’t think I would have found a job so quickly without their help.”

Career Partners International’s exceptional candidate landing time of 2.73 months is a direct result of the personal interaction its coaches offer to clients and candidates. While CPI has the industry’s most advanced and robust technology, it is its 1:30 coach to candidate ratio (as opposed to the industry standard of 1:200 candidates) that allows for the most satisfactory results.

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Career Partners International Barcelona Hosts Conference with Top Global HR Thought Leaders

Career Partners International, (CPI) one of the largest career management firms in the world, Barcelona office held its annual HR Conference on October 6th. CPI’S Barcelona firm, Advantage Consultores, has held this conference since 2014 and more than 200 HR Professionals from over 30 countries attended the conference to discuss thought leadership in HR.

The speakers represented a diverse group of HR Professionals from around the world and across different industries. They spoke on a wide range of subjects, from: the future of work, selection, digitalization, new talent, talent management, and other HR topics. Some of the featured speakers were Donna Venable, Executive Vice President of Human Resources at Ricoh USA, Yolanda Menal, HR Director at Unilever, and Franz Deitering, Vice President & COO at Global Future of Work Foundation.

“Change is the new normality, speed is everything, people are at the centre,” said Sylvia Taudien, the Event Organizer and founder of Advantage Consultores. “And the new working models will be disruptive and more collaborative.”

The 5th International HR Conference Barcelona will be on October 5th, 2018. For more information on the conference, visit their website.

Career Partners International’s global network of offices and experts guarantees excellent, personalized services with cutting-edge technology whether in a local market or cross-continent business to improve engagement of your employees that yields impressive business results and reduces unwanted attrition.  To learn more about Career Partners International’s wide range of business-evolving offerings, visit CPI World.

About Career Partners International
Founded in 1987, Career Partners International is a leading provider of Outplacement, Career Management, Executive Coaching and Leadership Development services from more than 300 offices in over 45 countries.  Employers around the world trust Career Partners International’s local market experts to provide the best possible outcomes for employees across Canada, the United States, Latin America, Europe, Middle East and Africa, and Asia Pacific regions.

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What’s Keeping Your Employees From Being Engaged?

The engagement level of an organization’s employees directly impacts important business outcomes such as profit and retention. Results from CCI Consulting’s Global Employee Engagement surveys revealed three areas that are keeping employees from going the extra mile at work: recognition, growth, and management. Employees across multiple industries, functions, and job levels consistently showed frustrations with these three areas.

Many employees do not feel they receive the appropriate recognition for their good performance. They are not effectively rewarded in a way that motivates them to continue to perform well. Working towards a clear career growth plan is desirable to many employees. However, most felt that they did not have a clear plan for advancement because of lack of support from management when they expressed an interest in promotional opportunities. This lack of support ties into the fact that most employees feel that the management team is not fully “in touch” with employees, causing a disconnect that leaves employees with a lack of trust in management.

Lack of Recognition
Employees do not feel that good performance is recognized and effectively rewarded to motivate employees.
Limited Growth
Having a clear path for career advancement is important to employees but many feel that they do not have the potential for growth.
Poor Leadership
Many employees do not believe the Management Team is “in touch” with or connected to employees.


Source: Aggregate results from CCI Consulting’s 2015-2017 Global Employee Engagement Surveys


This article was provided by Sharon Imperiale of CCI Consulting; CPI Philadelphia

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Stronger Together: The Case for Separating Your President and CEO Roles


Typically, when the President & CEO of a small company names a new President and announces his intention to continue as CEO,  there is an immediate outpouring of support for the new President and congratulatory comments to the CEO about his ability to now relax, take more time off, or even retire.  Such was the case when Ratliff & Taylor named Beth Sweeney its new President earlier this year.

What causes us to assume the head of a small company is planning retirement once he or she announces a new President?  The answer most likely lies in the fact that, once power has been consolidated with one individual, it is rarely shared until retirement is imminent or the person experiences a significant life event.  With small organizations, there seems to be a one-company, one-leader mentality.  We are changing that paradigm at Ratliff & Taylor.

Two individuals serving separately as President and CEO is commonplace in large organizations but rare in smaller businesses.  Done well, however, installing a separate President and CEO in a small enterprise creates a powerful business model.  Separation of the roles allows two executives of equal stature to generate a collective impact, both inside the company and across the market, that is far greater than one individual could affect.

This model also allows a business to benefit from two executives who complement each other in terms of strengths, skills and experience.  Finally, the model helps ensure business continuity on critical issues like strategy, culture, leadership and succession planning.

If the separate President and CEO organizational model is so good, then why don’t more small companies embrace it?  One simple reason is that many leaders struggle with giving up authority to others.  There are myriad reasons for this, but regardless, it is difficult.  Also, the model requires tremendous attention to the respective roles and alignment.  Information flow and decision-making in small businesses tend to be fluid and fast.  If the two executives are not aligned, the model creates more confusion and disruption than benefit.

There are several key issues to address when designing a separate President and CEO organization model for your company.

Right Person for the Position

First and foremost, one must be able to promote or hire a candidate who is qualified to assume the role of President.  Beyond their technical and leadership skills, the candidate should embody the spirit and culture of the organization and complement the CEO and his vision.  The President should not be a clone of the CEO, rather someone who can push and stretch the company without unraveling its fabric.  Finally, the President must be someone who engenders a high degree of confidence and trust on the part of the CEO.

Roles and Responsibilities

To maximize the impact of a separate President and CEO, roles must be clearly defined and understood both inside and outside the company.

Roles and responsibilities most often are established in the traditional sense, with the CEO focused on strategic issues like vision, strategy, and culture while the President is responsible for executing the strategies and objectives set forth by the CEO.

While designing traditional roles is the norm, they certainly do not have to be set up that way.  The President, for example, may take on a role typically reserved for the CEO because her skill set is stronger.  This allows a company to leverage the strengths of its two most senior leaders, an approach that can add significant value in a smaller company.

Staying in your own lanes

Regardless of approach, the roles established for the President and CEO must be effectively communicated internally and externally.  Employees must know where they can go to share information and get direction.  It is also important that any confusion is eliminated with customers, vendors and throughout the market.

Most importantly, the President and CEO must stay in their lanes and be careful not to encroach on each other.  This is particularly true in smaller companies where a handful of employees often operate in tight quarters.  It is easy for employees to address an issue with whichever senior leader they see first.  The same can be said for clients and customers.  The two leaders must educate people on their respective roles while simultaneously addressing their needs.


When two swimmers swim close together, or “close to the ropes”, they create a drafting effect.  Together, they are often able to swim faster and with less effort than by themselves.  Similarly, the President and CEO who are closely aligned can accelerate the growth and transformation of a small company more readily than either of them could do alone.

To ensure alignment, the two leaders must work at it and be intentional about it.  A meeting cadence must be established, and protected, to talk about strategy, execution, messaging and customers.  Consistency of message and action relative to direction, strategy, metrics and accountability are critical for employees and customers alike.  In time, people see two executives operating as one, but with twice the focus, precision and impact.


Now more than ever, companies are looking for a strategic competitive advantage that advances their position in the marketplace.  The answer for smaller companies could be as simple, and complicated, as implementing a separate President and CEO organizational model.  Properly executed, we believe this model will drive significant business results in the short term while creating a sustainable culture and ensure the organization remains resilient in the future.

We hope this article offers insights that cause you to explore the benefits of separate President and CEO roles in your company. As always, your feedback and questions are welcomed and appreciated.


Written By Beth Sweeney, President
and Mike Milby, CEO–Ratliff & Taylor; CPI Cleveland

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Benefits for Providing Outplacement From a Client

Most of us are familiar with how outplacement can assist those being affected by a reduction in force (RIF) or a smaller scale layoff.  Employees can utilize outplacement services to complete a skills assessment, develop a resume, begin looking for new job opportunities and receive help in developing public statements about their departure from an organization.  What is less well-known is the value offering outplacement can bring to the company.

This recession is affecting business across industry lines, and many companies are being forced to lay off workers.  Whether an organization is letting go 10 or 1,000 people, providing outplacement can provide significant value — not just to the individuals being affected, but to the company as well.  In fact, the benefits of outplacement can outweigh the costs.  Of course when the economy is stalled and companies are looking for ways to cut costs, outplacement may seem like a luxury.  Why pour capital into departing employees when you could invest in those who are staying and initiatives to move the company forward?  By investing in outplacement, organizations are not only helping those who have been laid off leave with dignity, they are also investing in the future of their organization.

Here are some ways offering outplacement services can benefit organizations.  It can:


Outplacement consultants can develop a plan for carrying out all aspects of a layoff including coordinating the day-of events and services, and creating strategies for handling the critical days before and after.  It is best if the team comes in early so it can provide the most value.


Outplacement professionals can support managers, leaders and management teams throughout the process.  Managers are not always familiar with how best to break the news of a layoff, how to inform those who are affected, or even how to reassure and motivate their remaining team or department members. The outplacement team can give managers the tools they need to endure the layoff process and help their own teams recover and move on.


A RIF can often leave employees shaken and unsure of their futures with the company.  They may be left wondering, “Am I next?”  Leadership can utilize outplacement strategies to communicate with employees to let them know where they stand, what the organization’s plans are for the future and how the company will support them.  Employees will be better able to focus on their work today, if they aren’t preoccupied with thoughts of being laid off tomorrow.


The marketplace of potential future employees is watching during the layoff process, and will take note of how people are treated.  If the RIF is bungled, the organization may have trouble competing for top talent when the economy rebounds.


Unfortunately, mishandling a layoff can sully even the most stellar reputation.  Community-based organizations, such as banks and hospitals, also need to be cognizant of how their customers might react to a RIF.   Public companies need to think of their shareholders.  Outplacement professionals can coach company leaders in how to best support individuals so they can leave the company with their dignity intact — and the organization’s hard-earned reputation can stay unblemished as well.


Employees will be more trusting and productive during difficult times if they can rely on regular and honest communication from leadership.  When employees know that leadership is promoting open dialog about a RIF (and its fallout), they can take their focus off office rumors, and put it back on work.  Outplacement teams can help management institute multiple forms of communication — both formal and informal — including staff meetings, town hall-style meetings, email messages, informational coffees and frequent walks around the office to answer employees’ questions.  Outplacement consultants can also help develop a media strategy to determine if and how a public statement should be made.


Outplacement teams can also help mitigate other risks, such as IT, financial, legal, violence and even public relations threats.  Undergoing a layoff can leave companies vulnerable, so risks should be minimized to ensure the health of the organization.


Often, leadership teams are so focused on the day of the layoff, they don’t plan for what will come after.  How will the organization regroup, move forward, and maintain or redefine the culture, mission and goals?  An outplacement team can develop strategies and tactics to help the organization focus on what comes next.

It may be tempting in the face of a financial crisis for organizational leaders to consider cutting outplacement services, but it will be costly in the long run.  Bringing on a team of outplacement professionals will help to ensure organizational resilience.  A layoff can be a devastating event for a company, but with the proper planning and strategy, the organization can come out on the other side and begin to rebuild a bright future.

This article was provided to Career Partners International by Elaine Varelas in Boston, MA.

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Smart Companies Assist Employees in All Age Groups Prepare for Retirement

Career Partners International, one of the largest career transition firms in the world, continues its expertise in all phases of career transition by certifying over 40 of its career coaches in the use of retirement planning assessments. This certification allows the expert use of the Retirement Success Profile™ and LifeOptions Profile™, two proprietary retirement planning assessments designed to help individuals explore options and enjoy a more fulfilling retirement.

Those recently certified include Sylvia Taudien (Barcelona), Gemma Garcia (Barcelona), Eva Romeo (Barcelona) Angela Coll (Barcelona), Yu-Cheon Kim (Korea), Hye-Jin Sohn (Korea), Ji-Young Lee (Korea), Phyllis Rosen (New York), Damon Montal (New York), Reginald McQuay (New York), Amy Kosh (New York), Larry Thomas (Parsippany), Ron Hamara (New York), Jim Shattuck (Norwalk), Adriana Bar (Berlin), Eric J. Bergstrom (Philadelphia), Tonya Johnson (Houston), Brian Hinchcliffe (Houston), Agnes Dillard (Houston), Merilyn Fance (Houston), Brian Hunt (Alberta), Janice Escaravage (Edmonton), Dorothy Lowrie (Edmonton), Heather Majeau (Edmonton), Dixie VanEynde (San Antonio), Ken Delegan (Chicago), Christine Nowicki (Chicago), Carole Rheaume (Montreal), Tracy Klassen (Winnipeg), Telma Guido (Sao Paulo), Leni Balaban (Sao Paulo), Mary Jones (Davenport), Paola Chocano Ibarra (Peru), Jane Taylor (Melbourne), Penny Holt (Sydney), Diane West (Omaha), Jane Noble (Tulsa), Jan Gonzalez (San Antonio), Adena Johnston (Philadelphia), Camilo Ruge (Colombia), Carol DuBose (Dallas), and Julieta De Vecchi (Mexico).

Certified Coaches are equipped with the tools, training and support to effectively coach the largest demographic in the world. Coaches help clients prepare for and experience a more fulfilling retirement. These assessments deliver the accurate, personalized, and comprehensive information you need to provide high-impact retirement coaching. In addition, leading organizations realize that retirement planning begins 30 years before retirement and have started providing support to emerging employees early in their careers. This kind of attention to life-after-work planning builds employee loyalty and retention.

Certified Coaches have successfully assisted thousands of individuals, couples and employees of corporate clients in assessing and exploring areas of their lives such as work, family, leisure, wellness, and personal development. They are experts on the subject of retirement planning and are regularly asked how to best prepare for this major life transition. In addition to one-on-one coaching, Career Partners International has developed a web based portal to support participants in their retirement planning as well as facilitated workshops and access to the assessments.

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Career Partners International Gets People Back to Work Faster

With over 300 locations around the globe and 30 years of supporting employees in transition, Career Partners International (CPI), a leading provider of outplacement, career management, executive coaching and leadership development services has achieved the strongest landing rate in the outplacement industry. On average, a job seeker who works with CPI will land a new job in 2.73 months. This significantly surpasses the national average of one month per each $10,000 of an individual’s compensation.

CPI credits its exceptional outcomes to its “High-Touch, High-Tech” approach to working with job candidates. This combination of one-on-one career consulting and leading-edge technology that optimizes resumes, matches job seekers with desired opportunities and leverages social networks, provides candidates with the confidence, support and skills required to swiftly land a job of better or equal caliber.

“The employment marketplace constantly changes and for over three decades we have embraced and driven innovations that benefit our outplacement candidates. We guarantee that our candidates experience the latest advances in personalized digital job search tools facilitated by the craft of an expert career coach with the goal to quickly and seamlessly transition into a new job,“ said Doug Matthews, President & CEO, Career Partners International. “As technology evolves and corporate talent acquisition transforms, so do we. Today we continue to lead the way and are the first outplacement firm to prepare job seekers by using the same technology companies use to source applicants: resume robot scanning systems and digital interviews.”

“While others in the marketplace are focused solely on technology to provide lower service costs, we know that having an experienced career consultant delivers candidates with an unparalleled level of support and provides counsel on everything from how to position their last experience and exit, to honing their negotiating skills. Surrounding one-to-one coaching with cutting edge technology helps candidates land new opportunities faster,” said Elaine Varelas, Managing Partner, Keystone Partners, CPI’s Boston firm.

“According to the US Department of Labor and our own experience, seventy-five percent of jobs are secured through networking, therefore, it’s important that job candidates step away from the screen and build their face-to-face networking skills. For many who have been out of the job market for years this can be a daunting task,” said John Myers, Managing Partner, Kensington International, CPI’s Chicago firm. “Our coaches work with candidates at all levels to build confidence and hone their networking skills, which increases job opportunities and the likelihood of multiple job offers.”

CPI’s Momentum™ career portal augments the face-to-face consulting process and provides job seekers with the following:

  •     PowerMyInterview™ sharpens interview skills through an exclusive interactive system where candidates respond to questions via a webcam and their career consultants provide actionable feedback.
  •     PowerMyJobSearch™ analyzes resumes and scores the alignment of the resume for targeted job opportunities; it also optimizes keywords for search engine visibility and to thwart resume robots, maximizing opportunities to secure interviews.
  •     PowerMyResumeCV™ generates highly competitive resumes and CVs, as well as interactive, online portfolios which generate more visibility and greater response rates leading to more interviews.

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