LinkedIn's 5 year free offer ($1,797 value) to Veterans to get a LinkedIn "Job Seeker" Account

6 Step process to redeem LinkedIn's 5 year offer to veterans to upgrade for free from current LinkedIn account to “Job Seeker” Account which normally costs $29.95 month and giving it to veterans for free (savings of $1,797 over 5 years). “Job Seeker” account benefits are: 5 In-Mails a month free, who’s viewed my profile access, your get a premium badge on your profile for additional visibility, access to employer/job salary data, access to “Job Seeker” Group and “Job Seeker” webinars and tools.

 Step #1:

1) Place mouse over your photo in the top right corner of your profile. The “Account and Setting” should drop down.
2) On the “Account and Setting” drop down – click on “Help Center”

 

Step #2:

1) Unfortunately you cannot immediately click on “Contact Us” – you first have to use the “Help Center” search feature. Enter in the “Search Box” “Veteran Job Seeker promo”

2)Click on “Search”

Step #3:

1) Once you complete #2, the search results will display but the results are not what we want. We need to send LinkedIn an “Help Request” to get access and the link to the Veteran “Job Seeker Account” promo.  Now we can access the “Contact Us” feature. Clink on “Contact Us”

 

Step #4: In the “Submit Your Question” feature do the below 4 actions:

1) In “Issue Type” select “other” from drop down.

2) This is important: In the subject line type in “Veteran offer to upgrade from free to job seeker”
3) In “Your Question” add this verbiage.
4) Click “continue”.

 

Step #5: You will receive the below email from LinkedIn giving you a link to get your free “Job Seeker” account for 5 years. I believe, once LinkedIn receives your request they will search your current profile for evidence of military service. Once verified by LinkedIn they will send you the below email.

1) Click on link

Step #6:

1) Complete the below form and you are done. Congratulations.

List of Masculine and Feminine Words Coded

Executive Development Training Project Mgr for Walmart

Executive Development / Training Project Manager at Walmart World Headquarters.

Walmart is seeking qualified applicants for it's Executive Development HR Project Manager opportunity at Walmart's World Headquarters in Bentonville, AR. This Executive Development HR Project Manager is responsible for: Use data to help design Executive Development training and programs. Executing 360 Degree Survey launches and all tracking, reporting, and troubleshooting efforts. Design and launch surveys for new and existing programs and processes. Review data from surveys or other internal sources for trends and compile findings in executive presentations. Track metrics that are relevant to the business and design customer materials to share the metrics. Utilize data to create a story about executive development programs and processes, and prepare reports on an ad hoc basis. Aggregate 360 survey and assessment data as well as and other metrics to prepare quarterly scorecards reflecting executive development performance against established goals and objectives. Utilize data to provide recommendations regarding executive development program design and support executive development programs and processes as needed.

Minimum Requirements
• BA or BS or relevant experience.
• Fortune 500 experience in training design, training development, training measurement, training needs analysis and data analysis / recommendations.

Additional Preferred Requirements
• Experience in HR Leadership/Executive development and program measurement and analysis.
• Experience in Project Management or certifications.
• Experience in Talent Development.
• Analytics, Statistics and survey experience.

Compensation:
This position offers the right person a base salary range of $43,500 to $60,000 depending on skills and experiences and an annual bonus potential of 25% of annual salary and $5,500 restricted stock rights. Walmart management benefits package and relocation offered.

Contact: Please contact stephen.shearman@wal-mart.com for more information or to be considered.

Training Without Coaching is Entertainment

Training without coaching is entertainment
By Doug Beabout.

It's Monday morning, and our well intended applicant, dedicated to self-improvement and great interview results, is back from a conference where she attended a training session. This session was touted as a must attend event where one could learn all they needed to become a successful interviewee. People who had attended sessions delivered by this trainer raved about how great it. They claimed that they learned a great deal and that this trainer was extremely good with the audience. Every effort and due diligence about this session seemed to point out that if you wanted to become more productive, improve your skills, create job offers and invest your time wisely: this was a must-see event. Our applicant now facing a daunting challenge in the opportunity to “swim with the sharks”.

As is often the case, this session was available, among others, at a weekend conference offered by an organization that is well-respected. Our applicant, bent on getting the best return on her investment and precious time, poured through the conference material, speaker bios and session descriptions to “cherry pick” those sessions that best addressed the areas where she felt she needed the greatest improvement to meet her goal of becoming a successful applicant. After careful consideration and gathering the opinions of others, she opted to attend the session. Since there were other sessions where she wanted to be in attendance there was a conflict in scheduling. The one session she felt compelled to attend was concurrent with another she wanted to visit. The “conference-meisters” wisely scheduled all speakers in back to back sessions, thus making it possible for people to attend the sessions where a scheduling conflict occurred. She wanted very much to attend the first of the two sessions offered by this coveted trainer, but so she could attend both sessions, she opted to attend the second one instead.

As soon as the first session she chose ended, she raced down the hall to assure herself of a good position at the doorway and a good seat during this crowded training session. This legendary trainer’s first session seemed to run over somewhat. Her anxiety brought about by waiting for her turn, was abated by the incredible enthusiasm, laughter, kudos and praises voiced by those departing the first session. Finally the room cleared out, and she had her chance. She raced to the front of the room grabbing a great seat. With handout, and notepad at the ready, the speaker stepped up on the platform.

The entire audience was fixated upon the trainer as a step by step, proven process was delivered. Details concerning the circumstances, the conditions and time-tested techiques were clearly explained by this eloquent speaker. The speaker’s style and humorous nature struck the heart chords of every applicant present. “This guy is funny” raced through the minds of many in the room. Insights in his anecdotes offered documented that this was a speaker who had real hands-on experience. The room burst into laughter every few minutes. Notes were taken furiously. Everyone swarmed the speaker with questions at the conclusion of the session. Training materials offered by the speaker were cleared off the table by eager applicants. Our applicant left confirmed in her decision to make this session a priority!

The rest of the conference went very well. Other sessions attended by our applicant were enlightening, entertaining and brought a sense of real value to the overall conference experience and investment. At the dinners and luncheons, she overheard many positive comments by her peers, who had attended this coveted session. The social gatherings, dinners and luncheons, and hallway dialogues were considered a great networking tool by our applicant. She sought networking relationships with many peers in attendance at this conference. Her conference bag was stuffed with training handouts and business cards of those with whom she had networked.

On the flight home, she contemplated the extensive exposure to experiences and insights, she had gained. She made a commitment to herself to apply all she had learned come Monday morning. Armed with new resume submission tools and interview techniques, she knew she was now well on her way to becoming an employed professional in her dream opportunity.

So here we are again, it's Monday morning, it's 8 a.m., and it's time to apply all of the secrets, techniques, and skills she acquired at the conference. As she reached for the phone, a rising sense of panic engulfed her. It now seemed that what she so clearly understood in the sessions had faded out of her consciousness. She sat the phone down, reached for her conference bag and furiously reviewed notes and handouts from the session. What had happened? Why wasn't she, when it counted the most, able to apply what seemed to make so much sense in the session, and afterwards?

She spent the next several hours grasping for every recollection from the session. The more she tried to apply the mastery and techniques presented the more frustrated and disappointed she became. By lunch, she had all but given up on her dedication to improvement. While she ate her salad and drank iced in the crisp fall sunshine, she concluded that she was doing pretty good. After all, she didn't live to work. Next time she'll take better notes.

Upon her return to the desk she realized she had several phone messages from friends and well wishers. She raced back to her desk to return these calls quickly. As the heat of the desk increased and the rest of the day passed by, the session she had attended, the insights she had gained, and the commitment she had made faded into a memory. Her potential employer contacts seem even more elusive than last week and her ambitions stubbornly remain discouraged.

Our applicant's story is a common one. As a speaker to worldwide audiences, I attended a long list of conferences in the past. I will likely be at many conferences to come. As a career improvement practitioner, I attend many training sessions, keynotes and social networking events. During my formative years as an applicant, I devoured all of the training sessions I could find. I took copious notes. I bought training materials. I poured over the material again and again. From my experience and the experience of many with whom I have worked as a consultant, there seems to be a major disconnect between what we hear in a training session, and what we are able to apply in the aftermath. This challenge is not unique to applicants. From professional development to self-improvement; opportunities abound to gain training. The Internet, multimedia, stand up training and other forums offer a garden-variety of training and development.

We are confronted with many opportunities to attend webinars and training seminars in our various industries. People seeking re-employment or a better opportunity are often advised to make the investment in participating in these conferences and seminars. In your due diligence and evaluation of these training and development experiences, I recommend that you apply your own map of needs for improvement when choosing which sessions to attend. Be very honest with yourself about where you need to improve. Conduct positive evaluation and analysis sessions with your contacts and fellow applicants. Openly discuss the training that you see offered and direct yourself and members of your office into those sessions at best address their needs.

If your motivation to attend training is to be entertained, there are a multitude of very energetic, humorous and entertaining speakers, and many industry conferences and sessions. This is not a bad thing in any way; however, it is not the answer to development of professional skills mastered by top producers. The exposure to experienced applicants is a tremendous foundation in developing job seeking skills. What becomes equally critical to your success in becoming a successful applicant is the personal mentoring and coaching necessary to develop you as a unique individual and resourceful position candidate. As I conduct training seminars and deliver my messages, I am always encouraged when I see people taking notes and paying attention. Having spoken to thousands of applicants in the past, I am equally aware that many of those notes end up in that year's conference bag, never to be seen or referred to again.

Establishing a relationship with a skilled coach and mentor is a prerequisite to developing yourself as a highly successful candidate and in your strategy to forge the career of your own design. Every top professional with whom I have had the pleasure and privilege to work, formulated the foundation of their skills and abilities by interacting with someone who had been there and done that and possessed the unique ability to develop the skills in others.

There are countless valuable tools available to applicants today. Each offers its own advantages, when applied wisely. Not one of these individual tools or systems, whether practiced or electronically based, can live up to the claim of productivity by reading directions or listening to an accompanying CD. Top professionals wisely choose from among this myriad of offerings, those tools that can best serve their unique needs. Of greatest importance, however they also seek practical advice and mentoring in the balance between the use of these tools and personal/artful execution.

One of the barriers or obstacles many face in achieving a coaching relationship is the lack of available personnel within your office or enterprise. Owners and managers, often working their own desk as well, rarely have the time or disposition to function as a career coach. HR practitioners are by definition, untrained in key career development skills. Seek the critical training that must seize the position you desire from those who have practical experience in the creation of the same. Regardless of your circumstances strive to seek out those people who possess the skill to develop you into the professional who gains the interviews you seek and offers you deserve.

Keep in mind though that the old adage, “Training without coaching is entertainment” can either be a motivation to seek competent coaching from industry experts and trainers or it can be a cause for regret when you forget what you learned.

Doug Beabout, CPC, CSP brings 30 years of recruiting mastery. Doug maintains a very active schedule of speaking and training to various forums, worldwide. Additionally, Doug maintains his skills and hones his recruiting insights and his own search and recruiting business.

Links to upcoming free webinars by industry leaders

Below are links to upcoming free webinars provided by some of the industries leaders.


10-May-1012:00 CST Improve Selection with Candidate Feedback
http://www.hci.org/cfe/communities/866/908

11-May-10 2:00CST The Business Impact of Selecting and Retaining Top Talent
http://www.hr.com/SITEFORUM?t=/contentManager/onStory&e=UTF-8&i=1116423256281&l=0&ParentID=1119974640057&StoryID=1269977205292&active=no2

12-May-10 12:00 CST Recruiting Through Social Media: How To Find Top Candidates
https://ere.webex.com/mw0306l/mywebex/default.do?siteurl=ere

13-May-10 1:00 CST Turning Analytics into Action
http://www.hci.org/cfe/track/human-capital-analytics

13-May-10 1:00 CST Human Capital Analytics Measure the Immeasurable
http://www.hci.org/registration/567622

13-May-10 12:00 CST Green to Gray: Attracting & Selecting Talent Across Generations
http://www.hr.com/SITEFORUM?t=/contentManager/onStory&e=UTF-8&i=1116423256281&l=0&ParentID=1119974640057&StoryID=1271867728256&active=no2

13-May-10 12:00 CST One Region's Efforts to Build Workforce Pipeline
http://www.hci.org/cfe/track/kix

14-May-10 11:00 CST Referral Programs 2.0: How Social Networking Maximizes Referrals
http://www.hci.org/cfe/communities/865/874

19-May-10 1:00 CST Talent Acquisition Systems in 2010: The Game Has Changed, Have You?
https://ere.webex.com/mw0306l/mywebex/default.do?siteurl=ere

25-May-10 12:00 CST A Permanent Solution to Managing Temporary Staffing
http://www.hci.org/cfe/track/human-capital-analytics

26-May-10 12:00 CST Mobile & Recruitment: Are We There Yet?
https://ere.webex.com/mw0306l/mywebex/default.do?siteurl=ere

3-Jun-10 11:00 CST Determining Employee Return on Investment
http://www.hci.org/lib/determining-employee-return-investment

8-Jun-10 12:00 CST Does Cold-Calling Work for Hiring Top Talent?
http://www.hci.org/registration/562067

9-Jun-10 12:00 CST Social Recruiting Step By Step
http://www.hci.org/screening/566069/register

10-Jun-10 12:00 CST Two Talent Streams, One Great Hiring Plan
http://www.hci.org/registration/566008

16-Jun-10 12:00 CST Making Your Employee Referral Program Work Smarter
https://ere.webex.com/mw0306l/mywebex/default.do?siteurl=ere

Increasing Candidate Shelf Life

By Doug Beabout, CPC
The most neglected resource in the personnel services industry is our database of candidates. The database is also commonly considered the most valuable, material asset we possess. Most owners and practitioners would admit that they could do a much better job of keeping their candidate records current. Those same industry professionals believe that 70% of the candidates in their records are current. The reality is most databases are only 20-39% current at best.
Many of us have extensive candidate databases containing thousands of records. The daunting task of calling them all and maintaining current information on the majority of them is often cause for doing nothing. The incidental search through the database to seek a “fit’ for a current search most often results in a lost candidate. He or she has moved on and left no forwarding address with us least of all, a current telephone number. Occasionally we get lucky. We find someone at a previous employer who can lead us to our “lost sheep’. Usually it is a dead end resulting in a deleted candidate.
We also lose many other valuable benefits of continuing and current communication with candidates. First, we are not gaining the referrals they can provide. Second, those that are in a hiring capacity are probably working with your competitor who stayed in touch. Thirdly, our presence in our niche shrinks everyday as our candidates fade away from benign neglect.
The vast majority of our candidates, (estimated by some to be 90% or more), have Email addresses. Many have more than one Email address. This recruiter has about seven. Most of us know that contacting old friends and acquaintances by the occasional Email message is a commonplace practice today.
A simple and inexpensive process will keep our records current and reap all the rewards they can provide. This process requires existing basic resources- such as:

 A reasonably updated desktop or portable computer system
 Internet access (cable modem or DSL based access preferred)
 Email management software (Several exist such as Outlook, Outlook Express, etc.)
 Administrative assistance

The process requires the recruiter to obtain the email address of every candidate. Most current recruiter specific, desktop management programs and database programs accommodate email addresses or are modified easily to record them. Once each address is entered into the email management program in the address book the process of sending emails is as simple as sending the group you select.
I recommend that you send them in groups of like disciplines and similar income ranges. Try to send out groups of one hundred at a time. These transmissions of emails can be sent automatically after business hours to minimize cost and the monopolization of fax/modem lines. Your ISP may also prefer bulk emailing to occur during non-primetime hours in consideration of bandwidth usage.
These email messages should contain a simple message stating your desire to stay in close contact and keep the candidate aware of the best opportunities for which they may have an interest in pursuing. Candidates love recruiters who really do stay in touch (Most say so, and then disappear until they need that candidate again. This process molds the candidate perception of our efforts as a positive one. They will appreciate our efforts to keep them in “THE LOOP”.
Limiting our efforts to sending a message that says, in so many words, “I want to know how to reach you.” can backfire when interpreted by a candidate as a self-serving ploy by a recruiter. We can include several things in the Email messages that give the right impression and add value to the candidate who receives it. Some suggested, internally generated additions are:

 Articles that offer career and interview advice.
 A simple newsletter that provides advice on career moves such as getting a promotion or raise.
 Lists of Internet sites and hyper-links to them of interest to professionals.
 A questionnaire on what they would like to see in working with a recruiter.
 Resume tune-up tips

Results will vary. How we manage the results and secondary efforts can determine the larger part of our success in keeping current with candidates. My experience shows that about 70% of a database is comprised of “lost sheep” candidates. Sending out one email will often prove this true. The second effort to find them includes sending another message to their alternative emails. Many Internet browsers and web sites offer email locator programs that can prove helpful in identifying a second or third Email address, or a candidate’s web site. (My paper carrier even has one!)
A word of caution… sending email messages to our candidates at their place of employment runs the risk of it being reviewed by others and could jeopardize that candidate’s position or at minimum damage their superior’s opinion of their “loyalty”. Exercise great due diligence in gaining your candidate’s permission and clearance to send any Emails to their place of work. In the effort to locate and update a candidate in the database, it is advisable to call their last known employer instead of sending an Email.
The recommended frequency of contacting our candidates to maintain a current record is every 30-60 days. When we include valuable attachments or text helpful to each candidate on a professional and personal level, they will start looking for them and be the first to contact you and let you know they were missed.
At what point do we try other means? I believe in the rule of three, after the third Email we make a few calls to former employers and contacts, perhaps references given to us. Sometimes we get lucky and find the person through old employer contacts. Sometimes we hit the delete key.
Finally, I am not suggesting that a recruiter should compromise valuable prime time activities and efforts to handle this process. Administrative assistance is your best bet. The recruiters and owners should review the results as they come in, advise on the next steps when another fails, and finally make the investigative calls to follow up on the ones that seemed to fall through the cracks. Many secondary opportunities lie within those calls to recruit candidates, initiate client relationships and discover new contacts.
Many candidates get lost in the shuffle. Some just disappear below our “radar screens”. As search practitioners, we can dramatically increase the number of candidates we retain in our active records by simply staying in touch. A candidate, once recruited and subsequently lost through neglect, is an opportunity lost. Sending out emails, and following up on the few that slip between the cracks and assuring absolute currency in our proprietary databases will make us more competitive in the candidate driven marketplace of this new millennium.
As our candidate pool shrinks at a historically high rate, we cannot allow any loss that is within the reach of practical effort. Keep what you find fresh and watch your network grow organically as a result.

About Doug Beabout:
Doug brings thirty years of progressive and highly competitive recruiting success to the training opportunities he presents. Having built many successful recruiting departments and businesses, Doug shares his hands-on experience in what works-today! As owner and president of The Douglas Howard Group in Destin Florida, Doug practices the highest levels of effective recruiting in this challenging candidate pool. Doug speaks to audiences worldwide and brings a no-nonsense, no fluff approach to what works best now and into the next decade.
________________________________________
New and unique in recruiter training resources is Doug’s Taking Your Business to New Heights. This three-hour DVD training system covers the extensive process Doug applies everyday to his client’s most critical requirements.

See the details on Doug’s website at: www.RecruiterElearning.com
________________________________________
For the first time in recruiting history, an interactive, on-demand recruiter training course has been made available! This training program has been widely hailed by both veteran and rookie recruiters.

The Art of the Recruiting Masters eCourse is a comprehensive training program that presents a detailed, high-end service process in demand by most hiring managers. Details on this exciting new way to master the techniques of top recruiters can be seen at: www.RecruiterELearning.com.

Researcher ECourse is a comprehensive and interactive researcher/sourcers training course combining both the art of recruiting with the technologies of 2008. Corporate and third-party participants have gained incredible skill improvements and techniques from this live training course. Details of this unique and convenient, cost-effective training opportunity are found at: www.ResearcherELearning.com

Call Doug today at 850.424.6933 or email him at trainer@recruiterelearning.com , he will take you to your highest recruiting goals.

200+ free Linkedin Group URL's to post your job

Below are ULR's to over 200+ Linkedin groups where you can post your job for free. You'll have to be a member of the group to post your job in the "job tab" and Linkedin limits your groups to a maximum of 50.

http://bit.ly/USAJobBoard
http://bit.ly/USA-Northeast
http://bit.ly/USA-South
http://bit.ly/USA-Midwest
http://bit.ly/USA-West
http://bit.ly/AsiaJobs
http://bit.ly/ANZjobs (Australia / New Zealand)
http://bit.ly/CanadaJobs
http://bit.ly/EUjobs (Europe)
http://bit.ly/IndiaJobs
http://bit.ly/UKJobs (United Kingdom)
http://bit.ly/GreatJobs

BY USA CITY
http://bit.ly/AlbanyJobs
http://bit.ly/AtlantaJobs
http://bit.ly/AustinJobs
http://bit.ly/BatonRougeJobs
http://bit.ly/BirminghamJobs
http://bit.ly/BostonJobs
http://bit.ly/BuffaloJobs
http://bit.ly/CharlotteJobs
http://bit.ly/ChicagoJobs
http://bit.ly/CincinnatiJobs
http://bit.ly/ClevelandJobs
http://bit.ly/ColumbusJobs
http://bit.ly/DallasJobs
http://bit.ly/Denver-Jobs
http://bit.ly/Detroit-Jobs
http://bit.ly/ElPasoJobs
http://bit.ly/Fresno-Jobs
http://bit.ly/GrandRapidsJobs
http://bit.ly/TriadJobs (Greensboro, Winston-Salem)
http://bit.ly/GreenvilleJobs
http://bit.ly/HartfordJobs
http://bit.ly/HonoluluJobs
http://bit.ly/HoustonJobs
http://bit.ly/IndianapolisJobs
http://bit.ly/JacksonvilleJobs
http://bit.ly/KansasCityJobs
http://bit.ly/KnoxvilleJobs
http://bit.ly/LasVegasJobs
http://bit.ly/LittleRockJobs
http://bit.ly/LosAngelesJobs
http://bit.ly/LouisvilleJobs
http://bit.ly/MemphisJobs
http://bit.ly/MiamiJobs
http://bit.ly/MilwaukeeJobs
http://bit.ly/MinneapolisJobs
http://bit.ly/NashvilleJobs
http://bit.ly/NewOrleansJobs
http://bit.ly/NewYorkCity-Jobs
http://bit.ly/OklahomaCityJobs
http://bit.ly/OmahaJobs
http://bit.ly/OrlandoJobs
http://bit.ly/PhiladelphiaJobs
http://bit.ly/PhoenixJobs
http://bit.ly/PittsburghJobs
http://bit.ly/PortlandJobs
http://bit.ly/RaleighJobs
http://bit.ly/RichmondJobs
http://bit.ly/RochesterJobs
http://bit.ly/SacramentoJobs
http://bit.ly/SaltLakeCityJobs
http://bit.ly/SanAntonio-Jobs
http://bit.ly/SanDiego-Jobs
http://bit.ly/BayAreaJobs (San Jose, San Francisco, Oakland)
http://bit.ly/SeattleJobs
http://bit.ly/StLouisJobs
http://bit.ly/TampaJobs
http://bit.ly/TucsonJobs
http://bit.ly/TulsaJobs
http://bit.ly/VirginiaBeachJobs
http://bit.ly/DCJobs (Washington, Baltimore, Northern VA)

BY USA STATE
http://bit.ly/AKJobs
http://bit.ly/ALJobs
http://bit.ly/ARJobs
http://bit.ly/AZJobs
http://bit.ly/CAJobs
http://bit.ly/COJobs
http://bit.ly/CTjobs
http://bit.ly/DEJobs
http://bit.ly/FLJobs
http://bit.ly/GAJobs
http://bit.ly/HIJobs
http://bit.ly/IAJobs
http://bit.ly/IDJobs
http://bit.ly/ILJobs
http://bit.ly/INJobs
http://bit.ly/KSJobs
http://bit.ly/KYJobs
http://bit.ly/LA-Jobs
http://bit.ly/MAJobs
http://bit.ly/MDJobs
http://bit.ly/MEJobs
http://bit.ly/MIJobs
http://bit.ly/MNJobs
http://bit.ly/MOJobs
http://bit.ly/MSJobs
http://bit.ly/MTJobs
http://bit.ly/NCJobs
http://bit.ly/NDJobs
http://bit.ly/NEJobs
http://bit.ly/NHJobs
http://bit.ly/NJJobs
http://bit.ly/NMJobs
http://bit.ly/NVJobs
http://bit.ly/NYJobs
http://bit.ly/OHJobs
http://bit.ly/OKJobs
http://bit.ly/ORJobs
http://bit.ly/PAJobs
http://bit.ly/RIJobs
http://bit.ly/SCJobs
http://bit.ly/SDJobs
http://bit.ly/TNJobs
http://bit.ly/TXJobs
http://bit.ly/UTJobs
http://bit.ly/VAJobs
http://bit.ly/VTJobs
http://bit.ly/WAJobs
http://bit.ly/WIJobs
http://bit.ly/WVJobs
http://bit.ly/WYJobs

BY PROFESSION
http://bit.ly/Consulting-Group
http://bit.ly/Executives-Group
http://bit.ly/Finance-Group
http://bit.ly/HR-Group
http://bit.ly/IT-Group
http://bit.ly/Law-Group
http://bit.ly/Marketing-Group
http://bit.ly/Recruiting-Group
http://bit.ly/Sales-Group

BY INDUSTRY
http://bit.ly/Education-Group
http://bit.ly/Energy-Group
http://bit.ly/Health-Group
http://bit.ly/Hospitality-Group
http://bit.ly/Manufacturing-Group
http://bit.ly/Media-Group
http://bit.ly/NonProfit-Group
http://bit.ly/Tech-Group
http://bit.ly/Telecom-Group
http://bit.ly/Transportation-Group

http://bit.ly/LIJOBS The Job Board
http://bit.ly/LIJACN The Job & Career Network

More at http://TopJobGroups.com