Information About SAP

A)   Environments for SAP ERP

1.     Supported Hardware

2.     Supported Database

3.     Supported Operating System

  

B)   COMPLETE MODULES OF SAP ERP

1.     Basis

2.     ABAP/4 Programming

3.     FI (Financial Accounting)

4.     CO (Controlling)

5.     EC (Enterprise Controlling)

6.     TR (Treasury)

7.     IM (Investment Management)

8.     HR (Human Resource)

9.     SD (Sales and Distribution)

10. Logistics Information System

11. MM (Materials Management)

12. PM (Plant Maintenance)

13. PP (Production Planning)

14.  QM - Quality Management

15. BW (Business Warehousing)

16. IS (Industry Solutions) / SAP for Industries specific solutions

17. CS (Customer Service)

18. SMB

19. CA (Cross Application Components)

20. PS (Project Systems)

21. mySAP SEM

22. mySAP CRM (Customer Relationship Management)

23. mySAP Product Life Cycle Management

24. SCM (SAP Supply Chain Management)

25. Netweaver

26. mySAP SRM (Supplier Relationship Management)

  

A) ENVIRONMENTS FOR SAP

1.    Supported Hardware for SAP ERP

SAP can be installed on the following systems. The functionality and programming technique is same for all systems.

1.1.           HP

1.2.           IBM

1.3.           Sun

1.4.           AT&T

1.5.           AS400

1.6.           Bull

1.7.           Sequent

1.8.           SNI

1.9.           Compaq Digital

2.    Supported Database for SAP ERP

SAP is a back-end-free ERP system. That means the following Database can be used in SAP software. The functionality/programming technique is same for all database system.

2.1.           Oracle

2.2.           MS SQL

2.3.           Informix

2.4.           Sybase

2.5.           Adabas D

2.6.           DB2 for AIX

2.7.           DB2/400

3.    Supported Operating System for SAP

SAP can be installed on the following platforms (Operating systems):

3.1.           MS Windows NT

3.2.           OS/400

3.3.           Unix

3.4.           Solaris

3.5.           AIX

3.6.           HP UX

3.7.           Sinux

B) Complete SAP Modules:

1.    SAP Basis

1.1.           Security (BC - SEC)

1.2.           Application Link Enabling (ALE)

1.3.           Remote Function Calls (RFC)

1.4.           Object Linking and Embedding (OLE)

1.5.           Common Program Interface Communications (CPI-C)

1.6.           Electronic Data Interchange (EDI)

1.7.           Customizing (BC-CUS)

1.8.           ABAP Programming and Runtime Environment (BC - ABA)

1.9.           Client Server Technology (BC - CST)

1.10.       Network Integration (BC - NET)

1.11.       Basis Services/ Communication Interfaces (BC - SRV)

1.12.       Computing Center Management System (BC - CCM)

1.13.       Upgrade General (BC - UPG)

1.14.       Change and Transport System (BC - CTS)

1.15.       Operating System Platform(BC - OP)

1.16.       Database Interface, database platforms (BC - DB)

1.17.       Front End Services (BC - FES)

1.18.       ABAP Workbench (BC - DWB)

1.19.       Documentation and Translation Tools (BC - DOC)

1.20.       Controls and Control Framework (BC - CI)  

1.21.       Business Management (BC - BMT)

1.22.       Middleware (BC - MID)

1.23.       Computer Aided Test Tool (BC - CAT)

1.24.       Ready to Run R/3 (BC - BRR)

1.25.       Authorisations System Monitoring with CCMS Workload Alert Monitor

2.    ABAP/4 Programming

2.1             ABAP Workbench

2.2             Menu Painter

2.3             Screen Painter

2.4             Data Dictionary

2.5             SAP Script

2.6             Business Workflow (BC - WF)

2.7             ALE

2.8             EDI

2.9             Business Connector

2.10         Business Server Pages

2.11         Internet Application Server

2.12         Mercator Report Painter

2.13         ALV reporting

2.14         Report writer

2.15         Dialog Programming

2.16         Repository Information System

2.17         ABAP 00

2.18         IDOCS

2.19         LSMW

2.20         Smartforms

2.21         EBP

2.22         ASAP methodology

2.23         ABAP Query 

3.    SAP FI (Financial Accounting)

3.1.           General Ledger Accounting (FI - GL)

3.2.           Special Ledger (FI - SL)

3.3.           Extended Ledger

3.4.           Accounts Payable (FI- AP)

3.5.           Accounts Receivable (FI - AR)

3.6.           Asset Accounting (FI - AA)

3.7.           Bank Accounting

3.8.           Funds Management (FI - FM)

3.9.           Travel Management (FI-TM)

3.10.       Consolidation

4.    SAP CO (Controlling)

4.1.           Cost Centre Accounting (CO - CCA)

4.2.           Overhead Cost Controlling (CO - OM)

4.3.           Activity Based Coding (CO - ABC)

4.4.           Product Cost Controlling (CO - PC)

4.5.           Profitability Analysis (CO - PA)

4.6.           Material Ledger (CO - ML)

5.    SAP EC (Enterprise Controlling)

5.1.           Consolidation (EC - CS)

5.2.           Executive Information System (EC-EIS)

5.3.           Profit Center Accounting (EC - PCA)

5.4.           Business Planning and Budgeting

6.    SAP TR (Treasury)

6.1.           Cash Management (TR - CM)

6.2.           Loans Management (TR - LM)

6.3.           Market Risk Management (TR - MRM)

6.4.           Treasury Management (TR - TM)

6.5.           Funds Management (TR - FM)

6.6.           Information System

7.    SAP IM (Investment Management)

7.1.           Investment Programmes

7.2.           Investment Measures (orders/products)

7.3.           Corporation Wide Budgeting

7.4.           Appropriation Requests

7.5.           Automatic Settlement of Fixed Assets

7.6.           Depreciation Forecast

7.7.           Information System

8.    SAP HR (Human Resource)

8.1.           Recruitment

8.2.           Personnel Administration

8.3.           Benefits Administration

8.4.           Compensation Management

8.5.           Personnel Development

8.6.           Organizational Management

8.7.           Travel Management

8.8.           Training and Events Management

8.9.           Personnel Planning

8.10.       Time Management

8.11.       Incentive

8.12.       Wages

8.13.       Workflow

8.14.       Payroll

8.15.       Internet Scenarios

8.16.       Information System

9.    SAP SD (Sales and Distribution)

9.1.           Master Data

9.2.           Sales

9.3.           Sales Support

9.4.           Sales Information System

9.5.           Billing

9.6.           Special Business Transactions

9.7.           Shipping

9.8.           Transportation

9.9.           Credit Control

9.10.       QM in SD

9.11.       Internet

9.12.       Foreign Trade

9.13.       Electronic Data Interchange

10.           SAP Logistics Information System

10.1.       Purchasing Information System

10.2.       Sales Information System

10.3.       Inventory Controlling

10.4.       Retail Information System

10.5.       Production Planning and Control Information System

10.6.       Plant Maintenance Information System

10.7.       Project Information System

11.           SAP MM (Materials Management)

11.1.       Purchasing

11.2.       Invoice Verification

11.3.       Logistics (General)

11.4.       Logistics Information System

11.5.       Inventory Management

11.6.       Inventory / Valuations

11.7.       Materials Planning

11.8.       Workflow

11.9.       External Services Management

11.10.  QM in MM

11.11.  Warehouse Management

12.           SAP PM (Plant Maintenance)

12.1.       Preventative Maintenance

12.2.       Maintenance Order Management

12.3.       Maintenance Projects

12.4.       Service Management

12.5.       Maintenance Planning

12.6.       Equipment and Technical Objects

12.7.       Structuring Technical Systems

12.8.       PM Processing

12.9.       Work Clearance Management

12.10.  Internet Scenarios

12.11.  Customising

12.12.  Information System

13.           SAP PP (Production Planning)

13.1.       Make to Order (CR)

13.2.       Make to Order (PIR)

13.3.       Repetitive Manufacturing

13.4.       PP for Process Industries (PP - PI)

13.5.       PP - Processes

13.6.       Sales and Operations Planning

13.7.       Capacity requirements

13.8.       Master Planning

13.9.       KANBAN

13.10.  Production Orders

13.11.  Product Cost Planning

13.12.  Plant Data Collection

13.13.  Assembly Orders

13.14.  Information System

14.           SAP QM - Quality Management

14.1.       Planning

14.2.       Inspections

14.3.       Notifications

14.4.       Control

14.5.       Certificates

14.6.       Test Equipment Management

14.7.       QM-IS

15.           SAP BW (Business Warehousing)

15.1.       Data Warehousing

15.2.       BI Suite - Business Explorer

15.3.       BI Platform

15.4.       ODS Structures

15.5.       Development Technologies

15.6.       Info Cube

15.7.       Design Build

16.           SAP CS (Customer Service)

16.1.       Service Processing

16.2.       Controlling

16.3.       Service Contracts

16.4.       Workflow in Customer Service

17.           SAP SMB

17.1.       SAP SMB 

18.           SAP CA (Cross Application Components)

18.1.       SAP Business Workflow

18.2.       Application Link Enabling (ALE)

19.           SAP PS (Project Systems)

19.1.       Basic Data

19.2.       Operational Structures

19.3.       Project Planning

19.4.       Approval

19.5.       Information System

19.6.       Project Execution and Integration

19.7.       Work Breakdown Structure

20.           mySAP SRM (Supplier Relationship Management)

20.1.       Self Service Procurement

20.2.       Service Procurement

20.3.       Plan Driven Procurement

20.4.       Spend Analysis

20.5.       Strategic Sourcing

20.6.       Catalogue Content Management

21.           mySAP SEM

21.1.       Business Consolidation (SEM-BCS)

21.2.       Business Information Collection (SEM-BIC)

21.3.       Business Planning and Simulation (BW-BPS)

21.4.       Corporate Performance Monitor (SEM-CPM)

21.5.       Stakeholder Relationship Management (SEM-SRM)

22.           mySAP CRM (Customer Relationship Management)

22.1.       CRM Enterprise

22.2.       Field Applications

22.3.       Interaction Center

22.4.       E-Commerce

22.5.       Channel Management

22.6.       Industry Specific CRM

23.           mySAP Product Life Cycle Management

23.1.       Document Management

23.2.       Engineering Change Management

23.3.       Enterprise Content Management

23.4.       Classification

23.5.       Basic Data for Process Manufacturing

24.           SAP SCM (SAP Supply Chain Management)

24.1.       SCM Process and Business Scenarios

24.2.       SAP Forecasting and Replenishment

24.3.       SAP Advance Planning and Optimization (SAP - APO)

24.4.       SAP Inventory Collaboration Hub (SAP - OCH)

24.5.       SAP Event Management (SAP - EM)

24.6.       SCM Basis

25.           SAP Netweaver

25.1.       SAP Masterdata Management

25.2.       Information Integration

25.3.       Portal Content

25.4.       Process Integration

25.5.       Knowledge Management

25.6.       Life Cycle Management

25.7.       SAP Business Intelligence

25.8.       SAP Visual Composer

25.9.       People Integration

25.10.  Application Platform

25.11.  SAP Web Application Server

25.12.  SAP Business Information Warehouse

25.13.  SAP Solution Manager

25.14.  SAP Enterprise Portal

25.15.  SAP Mobile Engine

25.16.  Security

26.           SAP IS (Industry Solutions) / SAP for Industries

SAP has the following industries specific solutions:

26.1.       Aerospace & Defence

26.2.       Consumer Products

26.3.       Defence & Security

26.4.       Retail

26.5.       Insurance

26.6.       Mill Products

26.7.       Higher Education & Research

26.8.       Industrial Machinery & Components

26.9.       Logistics Service Providers

26.10.  Automotive

26.11.  Chemicals

26.12.  Pharmaceuticals

26.13.  Banking

26.14.  Telecoms

26.15.  Life Sciences

26.16.  Mining

26.17.  Public Sector

26.18.  Service Provider

26.19.  Media

26.20.  Healthcare

26.21.  Oil & Gas

26.22.  Utilities

26.23.  Postal Services

Besides the above functionalities and flexibilities, SAP also adding new features, new modules, new environment and new industry specific solutions to its flagship ERP product continuously.

To request more information on any particular technology sent a request mail @ recruiterbook@yahoo.com

Email Isn’t Dying. It’s Not Doing So Hot, Either

Email is the bane of many existences. Overflowing inboxes, spam and just plain more information than we can possibly process comes at us at the speed of light.  It’s all too much to process for many of us, so we’re clinging to reports that email is going the way of the dinosaur.

Concepts like “email bankruptcy” and “inbox zero”, along with reports that people under 25 increasingly use Facebook instead of email for most of their message give many people the idea that the entire conept is dying a slow, painful death. Don’t believe the hype.

According to Ed Brill, IBM’s Director of Social Collaboration, email isn’t dying,  exactly. It’s just undergoing a metamorhosis. Given that the medium has only been around for 20 years or so, I asked him what it’s morphing into:

Why do so many people think email is dying?
For many people, it’s actually just wishful thinking. Inboxes can overflow with unread messages without proper email etiquette or use of mail management functions. With the emergence of social business tools, the thought “email is dying!” has certainly been hyped up in the media. But, while email is no longer the center of the collaborative universe, we still need email to perform the “activity management” function, and less of a “cc the world, the next world over, and the entire universe” communication function.

Why will it be around and how will it have to adapt/change?
At IBM, we see it as reinventing the inbox. Making the inbox more social. Email is evolving in two ways because we now have many other social business tools. One is that it is a notification service that brings together all of our relevant information and activities. Two is that emails sent to us now are truly actionable — every message in that inbox is relevant to the individual. That’s what email was originally conceived for, and what it is becoming again.

How will our work email and personal communication blend and how will we keep it separate (or will we?)
We’re seeing an explosion in the number of mobile devices, including tablets and phones, causing work and personal communication to blend. The burgeoning mobile workforce is expected to reach more than 1.19 billion by 2013, nearly 1 trillion Internet-connected devices will be in the market by 2012. For sure, in the future, the line between work and personal will dissolve, as it has already in several forms of social media, and our approach to email will evolve to ensure focus and attention on the right content.


Why won’t we abuse whatever new uses we find for it and screw it up like we have so far?
Well, the nice thing is that the inbox is being reinvented to encompass more social capabilities — so it’s keeping up with the times. Another thing about email is that it is a resilient store-and-forward tool. A decade ago, the biggest concerns in email were privacy and policy; before that, disk space; before that, whether it was a time-waster. The fundamental one-to-one/many asynchronous nature of email has not changed in a generation, and the fact that we continue to find new uses for it demonstrates the resilience of email system architecture and design.

So don’t go thinking you can just empty out that inbox quite yet. Still, leaders should work with their team to establish rules, norms and a process for communicating that helps you tame the email beast while it undergoes its latest change.

Required - Unix/Linux Engineer

This is with our direct client

Contract to Hire

Location:        NJ - Clinton, GA - Alpharetta

Duration:        6-12 months

Hours:             8:00am to 5:00pm

Job Summary:

The System Architecture and Engineering Unix/Linux Engineer provides technical and engineering support to the A&E organization and SD operations partners in a timely, collaborative and effective manner. The Unix/Linux Engineer role is for an experienced Engineer with highly technical competence and proven customer handling skills. Candidate will be working closely with NYL CI enterprise technology Unix/Linux Hardware and operating systems Platform standards; related Unix Platform technology product vendors and CI Service Delivery operations group for problem resolution, project planning, 3rd level engineering support and collaborative solution recommendations. Engineer will be working in a team environment contributing technical expertise to the design, build, testing delivery, installation and commission of larger complex systems. Candidate will also review hardware and workload capacity recommendations, establish operating system security standards, roadmaps as well as Unix virtualization best practices and patterns.

The candidate should have proven experience in excellent technical troubleshooting skills, customer communications skills, setting customer expectations, handling internal stakeholder in the service chain and situations pertaining to Unix platform related products and technologies. An enterprise level systems engineer position with a focus on Solaris, Linux, AIX, UNIX and virtualization technologies from an installation, configuration, administration, and security perspective. The individual in this position is knowledgeable in all aspects of designing and supporting a UNIX infrastructure. A solid understanding of clustered environments; understands principles of application resource management within clustered environments. A solid understanding of Solaris Zones and contains, LDOMs/LPARs, ZEN/XEN and hyper-visor would be preferred. Additionally the candidate should have a solid foundation on performance benchmarking best practices as well.

Education:

Bachelor Degree in Systems Engineering

Skill/Role                                            Level              Years  Preference

Security Standards/Procedures          Intermediate   5.0       Required

HP Proliant Servers                            Expert             5.0       Required

UNIX                                                  Expert             7.0       Required

Financial Analysis                              Intermediate   5.0       Required

System Design                                    Expert             7.0       Required

Technology Delivery                          Intermediate   5.0       Required

Engineer                                             Expert             7.0       Required

Sun Hardware                                     Expert             5.0       Required

AIX (UNIX)                                        Intermediate   4.0       Required

UNIX Shell Scripting                         Expert             5.0       Required

Linux                                                  Expert             3.0       Required

Surya
HCR Group, Inc.
38 West 32nd Street, Suite #1208
New York, NY 10001
302-766-7564
surya@hcrgroup.net
www.hcrgroup.net 

Req: Database administrator / VBA programmer

This is with our direct client. Already we closed one position. Client is looking for to fill one more. So sure we can expect an immediate action. 

Duration:         12 month(s)+

Location:         Tarrytown, NY or New York City

Hours:             9:00am to 6:00pm

Description/Comment: Database administrator / VBA programmer – Maintain and develop SQL server database used for application testing. Maintain and develop MS Access front end. Will be involved in test process automation feeding data from SQL Server to spreadsheets, and reading results back into the database in batch. Fast-paced environment.

Requirements: Experience developing/maintaining a SQL server database, strong VBA programming skills, detail-oriented, analytical, result-oriented; experience in the financial industry a plus.

Skill/Role                                            Level                           Years

Analytical                                            Intermediate                2.0

Detail Oriented                                   Intermediate                2.0

Database                                             Intermediate                2.0

VBA (Visual Basic for Applications) Intermediate               2.0

SQL Server                                         Intermediate                2.0

Programmer                                         Intermediate                2.0

Surya 
HCR Group, Inc.
38 West 32nd Street, Suite #1208
New York, NY 10001
302-766-7564
surya@hcrgroup.net 

www.hcrgroup.net  

How to Translate Business Speak (Hint: “Maybe” Means “No Way”)

I’ve been struck recently by just how nuanced our business language has become. In grim times - like the ones we’re living through - nobody really wants to face up to the actual horrors, never mind potential horrors, of events around us. So we find ways of talking about our woes without actually, well, talking about them.

So for those who still fondly imagine that what they hear is what they get, here is a translation guide:

“I have an issue with him”
Translation: Issues means problems. “I have an issue with him”‘ means “I really can’t stand this employee and think termination is the only solution, but I don’t have the authority required.”

“We have a problem”
Translation: Problems are disasters, as in “Houston, we have a problem.”  Understatement is supposed to convey cool in a crisis, but it doesn’t really work any more because everyone’s trying so hard to understate everything that no one believes any of it.

“Status Update”
Translation: Uh, oh. This meeting is normally held for senior managers, behind closed doors. It is the first meeting at which you will learn that the company has been bought/is merging with a rival/is moving to North Dakota/is being down sized or shut down. No, you can’t do this one from home on the speakerphone.

“Yes”
Translation: This really means “maybe.” Why? Because management today is so profoundly risk averse that no one person has the power to approve anything. So if someone says yes, don’t break out the champagne yet. At the very least, you need the yes-person to stay in their job long enough to come through for you.

“Maybe”
Translation: This really means “no way.” Since anyone you deal with is, or feels, on the brink of termination or resignation, they know better than to annoy anyone. They want to keep as many people on their Facebook pages and LinkedIn networks as they can. That means that they never want to be caught absolutely turning anything down.

“No”
Translation: This really means “get out of town!” If anybody feels confident enough to say ‘no’ to your face, it is because your idea is such a stinker that even imminent downsizing can’t disguise the fact.

“Let’s Be Honest”
Translation: This means let’s not be honest; instead, let’s forget the gloom and imagine everything in the garden is rosy. After all - if we can’t cheer each other up, we’ll never hang in long enough to change the future.

There is a lot to be said for euphemisms.

Why You Aren’t Happy, and How to Make Things Better

Perhaps it’s no surprise to you that survey after survey finds many people are dissatisfied with their jobs. A Conference Board survey last year reported that only 49% were satisfied with their jobs, the lowest level in 22 years since they began their survey.

But let’s think about that 49%: what made this group satisfied? How do people attain contentment at work?

As we noted in a previous post, we’ve undertaken a survey to find the answer to this question. The way we’ve tackled it is by asking people what gives them short-term gratification (happiness) and long-term benefits (meaning)–at work, and at home. Our respondents–some 3000 of them– are highly educated professionals, with 60% having graduate degrees. (You can look at our survey here.)

We are still analyzing the data, but among our preliminary findings:

Compartmentalizing doesn’t work. People who are dissatisfied with their work also tend to be unhappy at home, and vice versa. There is a very high correlation between people’s happiness and meaning at work and at home.

The company you keep matters. Spending time with people we love, both at work and at home, is highly correlated with overall satisfaction.

What gives people fun and meaning is highly variable. There is nothing inherently satisfying in an activity. Some people see gardening as a sacrifice that brings them some long-term benefit; others think it is light fun–but essentially meaningless.  So if you’re dissatisfied with your job, the reasons have as much to do with you as they do with the actual responsibilities.

You can’t achieve overall life satisfaction by being a sacrificing workhorse, or by being “fun loving.” Just being engaged in stimulating activities doesn’t make people satisfied.  Likewise, sacrificing to achieve meaning also doesn’t make people content. Those who were satisfied felt both short-term gratification and deep meaning from their work and home lives.

Nobody can define happiness for you. Every company has a plaque on a wall, which eloquently expresses the corporate values. This finding is based on the ground-breaking research by Jim Kouzes. It simply doesn’t matter if individual employees believe in the company’s corporate values. What matters is if their work in the company reflects their own values. You must feel you are living your own values.

But what about all those people who toil long hours? Doesn’t overwork lead to unhappiness? No, we didn’t find the hours spent working correlated to happiness or meaning, or lack thereof. Nor did we find more hours spent outside of work in “fun” activities produced higher levels of satisfaction.

In other words, if you want to discover how to be more satisfied with work and home life, look nowhere else than within. You are the key to your own happiness and meaning, no one else.

Are you happy at work? What do you think is the reason for your happiness–or unhappiness?

Leave us your comments and send your suggestions at recruiterbook@yahoo.com

The Cold-Call Hater’s Guide to Better Business Leads

I hate cold-call prospecting almost as much as I hate networking.

Seriously, I have always thought that there has to be a better way to get business leads than ambushing people. And I have found a few. The most valuable strategy is to be in the right community with the right expertise to attract decision-makers. So, the big insight here is “Be a widely recognized expert and people will seek you out.” Duh! That’s like Steve Martin’s old joke on how to become a millionaire — “First, start with a million dollars!”

So, what do you do to get connected to people and put yourself in the position of an expert? Remember my advice on networking for schmooze-haters last week? Maybe you’re not the best networker or sales person, but you are a great problem-solver. Lean on that strength as a way to grow your prospect base.

Try these 3 simple steps:

STEP #1: Find people with problems and help solve them. The beauty of the Internet is that it’s where more and more people turn when they need to find a solution. They have a dilemma, and so they blog about it, they fire off a tweet, or they pose questions about it to their online communities. One of the easiest — and perhaps most underrated — ways to plug into communities specific to your industry is LinkedIn. LinkedIn Groups connect people who want to solve problems and share resources. Join the ones that are relevant to your business.

The key is to become a frequent and useful contributor to a group’s discussions. A few guidelines:

• Remember, it’s not about you. Focus on being valuable, authentic, and focused on helping — not selling.
• Don’t argue. If someone has posted a response with which you disagree, frame your response as a “different way to look at this.” Internet fights are entertaining, but do not advance your cause.
• Be a resource as well as a solver. It’s great when your answer includes links to other resources besides just you and your company. It provides credibility and expands the value to other people who are following the posts beyond just the initial author.

STEP #2: Don’t just respond to discussions; initiate them. Posting up your own questions, alternatives, and market observations gives you the opportunity to interact and create great connections. Let the community discuss, and then provide your own perspective/solution. Again, follow the guidelines above. One thing you do not want is to develop a reputation as a prospecting pig. At best, you’ll get a lot of incendiary emails and responses, and at worst you’ll get thrown out of the group.

STEP #3: Be a resource clearinghouse. If you become known as the person in the group who has a resource for everything — links, articles, white-papers, vendors and so on — you will generate a lot of inquires and prospecting opportunities. I have seen this work for a number of people and it is great for those people who do not necessarily feel that they are either great writers or credentialed experts. That’s OK — if you are a person who can connect people and resources. You are a different kind of expert and still highly valued.

Last week’s networking post got a tremendous response, with all kinds of people posting their own resources and recommendations. That’s how it works. Some of the people posting were making a case for different approaches. Some have their own books and groups that they want to attract people to. Some responders were just grateful. That’s how a community group is supposed to work. I don’t have all of the answers, and last week some great authors and readers filled in extra details for which I am grateful.

So, readers, I am looking forward to the same kinds of responses this week. There are lots of us who want to know better ways to prospect besides just cold calling and email blasting. Post up your favorites here — who knows, one of the readers may just be a great prospect for you.

Leave us your comments and send your suggestions at recruiterbook@yahoo.com