Consultant Exchange - A HotGigs blog

Do's and don'ts of business blogging

Business blogging can be a useful marketing medium for consultants to promote their knowledge and expertise. But this story about a Nintendo worker who was fired because of the job-related content posted on her personal blog,has me thinking about consultants out there who may have business blogs with questionable content.  It can sometimes be hard to judge what material is 'blog-approved' and what posts might have your future clients furiously clicking the 'back' button on your site.  So I've put together my own "dos and don'ts" list. Feel free to add to it.

Dos:

• Try to balance facts and opinions within each post
• Link to reliable sources in your field
• Include an 'About Me' link on your blog's main page with all relevant contact info
• Maintain professionalism when responding to comments/e-mails
• Have guest authors, if appropriate for your blog topics
• Use your blog service's 'Stats' page to see where your site visitors are coming from, or check out StatCounter or Site Meter for free visitor and site referrer information

Don'ts:

• Don't use your blog to vent frustrations concerning clients/co-workers/bosses
• Don't dig deep into your personal life, try to keep the blog's focus business related
• Don't over-promote yourself - there are times for self-promotion, but not in every post
• Don't post anything you don't want Google to pick up
• Don't use client names in posts without express permission or consent

Like the former Nintendo employee, it might be too late to salvage your contract or client relationship once you start seeing comics created about your blog's inappropriate content. If you're new to the blogging arena, it might be helpful to check out this post on How to Start a Blog.

- Colleen

Colleen Williams is the Consultant Community Manager for the HotGigs Staffing Exchange.

How to steer clear from bad apples

At some point along the way everyone has experienced themselves or heard a story about a 'bad apple'- a seedy salesman, a here-and-then-gone client, or a too-good-to-be-true business partner.  Pamela Slim's recent post, titled 9 ways to keep hucksters, shucksters and slimeballs at arms length when starting your own business, contains some great advice on how to avoid these rotten-to-the-core individuals.  Here's my own take on a few of her tips:

• Pay by credit card, not cash or check - For that seedy salesman, paying by credit card gives you the support of the credit card company who has the ability to refund you for the purchase, while paying by cash or check only produces feelings of hopelessness and offers no recourse.
• Do your background research - Ask for references when needed, check with the Better Business Bureau, RipOffReport.com or at the very least google the company/individual/organization to get a better sense of who you could potentially be doing business with.
• Discuss, clarify and document expectations and agreements-  Thinking about a business partnership?  Make sure you cover all areas of importance with your future partner.  Don't assume anything- put it in writing so there is no confusion on who does what, who buys what, or who works with what client(s).  This work upfront can save time, money, and headaches later on.

As an independent consultant on the HotGigs Exchange, you can rest assured knowing that we verify each and every one of our staffing firms, consulting firms, and hiring companies that register with us so we can toss out the bad ones.

-Colleen

Colleen Williams is the Consultant Community Manager for the HotGigs Staffing Exchange

Consulting vs contracting - for what it's worth

Toby Lucich at More Than a Living offers some good guidelines for pricing consulting rates, and how not to let the tactical tail wag the strategic dog:

If you begin scoping the work at too high a price point without qualifying your expertise, the client will likely begin considering alternative bids. Come in at too low a rate, and you will get bucketed with all the other tacticians being directed and herded.

I view this as the “contracting” versus “consulting” rates. Contractors have technical expertise, contribute as part of a larger endeavor, and are expected to be managed. Consultants have technical expertise AND strong management skills, define and or lead projects with a defined outcome, and are expected to be self-directed in fulfilling their obligations.

If your billing rates seem low, you may have succumbed to being positioned as a contractor instead of a consultant.

When setting rates, it all seems to be a matter of what you are consulting on, and how you manage your client’s perception of your value. If you are seen as temporary staffing, then your rate will most likely parallel the costs of finding a similarly experience resource through a staffing agency. If you are seen as a subject matter expert brought in to deliver a specific solution, your rate should likely reflect the market-defined value for similar professionals that deliver results under a defined methodology or implementation framework. Understanding how you will interact with the client organization is perhaps the most critical part of setting the rate.

Setting rates is always a delicate balancing act. Most consultants who have more than a couple of engagemements under their belt have at least some benchmark as to what their time is worth, but a great deal is dependent on local or industry supply and demand around a particular skill set. IT skills that were white hot in the '90s were in drastic oversupply in the post-Internet bubble. Consultants who were used to being in high demand had to readjust their expectations -- and their rates.

What are you worth as a consultant? It's one of those chicken-and-egg questions. If you have consulted and have a history with at least a couple of clients, you have some sense of what you can bill for your time. But how do you set rates when that history is still in the making? Thanks to sites like Salary.com and Payscale.com, candidates applying for perm positions can get a good sense for the going rate based on job titles and descriptions. Consultants can do a quick-and-dirty conversion from full-time salary figures to hourly rates by dividing by 2040 (the number of working hours in a year; some people use 2000 or 1980 hours per year to account for vacation time) and then adding in a markup factor (typically 30-50% more) to cover self-employment taxes and business overhead, plus the fact that hourly contract rates are usually higher overall.

But this type of calculation, while useful, is just one data point. The real question is: "What are people in my location paying on an hourly rate for my skill set?" One way to know if you are in the ballpark is to see what the other players are making.

At HotGigs, we offer rate research tools to help consultants get a sense of their market worth. For example, if you are a Project Manager, the average hourly bill rate nationally is $105 -- higher in metro markets such as Boston or the Bay Area. Billing through a firm, a PM may get between $40-$80 / hour. Enter your own confidential rate data for recent projects in a specific geography to get access to rates entered by other consultants with similar skills in that geography.

One savvy consultant I know advises those considering making the jump from full-time into contract work, "Find a consulting firm or staffing agency to work with where you have a good ongoing relationship. Naturally, they will bill you out at a higher hourly rate than they pay you, but you can get a good sense of your market worth, and many companies will only work with consultants through firms anyway."

In the final analysis, as Toby Lucich emphasizes in his post, the biggest determining factors of your rate are your credentials, performance and reputation.

Would you give yourself an 'A' grade?

If your clients asked how up-to-date your trainings and certifications are, would you be confident in answering them?  Or would you hesitate because you can't quite remember if the last seminar or training you attended was in the fall of 2002 or 2003?

Although the leaves haven't started to change to shades of red, orange and gold here in Minnesota, it's never too early to start thinking about going back to school, attending a seminar, or completing additional training to enhance your consulting business.  Your clients will recognize that you are serious about staying on the cutting edge of your industry and will appreciate the knowledge you can bring to the table. 

Here are some great resources that will help you keep that 'A' grade:

• Back2College.com is a site specficially designed for adults who are looking to go back to school.  They offer a free newsletter and discussion forums that address the issues that non-traditional students may face when going back to school.
• FindaSeminar.com - You can search for seminars by category, city, zip code, title, month, and more, making it easy to find just what you are looking for. While their main offerings are in the U.S. they also have information on seminars in Canada and Puerto Rico.
• Lynda.com is all about "Learning at Your Own Pace", and offers free sample online trainings before you decide to subscribe.  Their basic subscription seems like an easy purchase at $25/month with no long term commitment.  And they have a wide range of available trainings so no matter if you are looking to brush up on your PowerPoint skills or coding in Coldfusion, they have it all.

Do you have any other websites you use to find upcoming trainings or seminars in your field?  I'd love to know what other consultants out there are using.

---Colleen

Colleen Williams is the Consultant Community Manager for the HotGigs Staffing Exchange

How to market yourself as a consultant - Part 3

Guest post by Ron McGowan

Now that you know exactly what you have to sell to employers or clients and where you are going to sell it, we come to the final step in the process:

How are you going to sell it?

The sales cycle consists of two parts: marketing and selling. So before we go any further, let's make sure that you understand the difference between them (most people don't.) First of all, marketing precedes selling. It refers to a wide range of activities that have as their objective getting the attention of potential buyers of a product or service. These activities can be anything from a sophisticated, expensive television commercial or infomercial to someone walking around a busy shopping area with a sandwich board strapped to them that is promoting a product or service. Selling is what happens when you get the attention of a prospective buyer and they call you, walk into your store or visit your web site.

Many contractors and consultants don't understand this and it is the main reason for their lack of success in selling themselves. No professional sales organization is going to let a sales representative get in front of a customer until they have proven that they know the product or service they're selling inside out and how it can benefit customers. Contractors and consultants tend to jump straight into selling before they're ready to sell, and when that doesn't work assume that they're not salespeople and never will be.

You need to spend the majority of your time in the marketing phase and only when you have mastered that can you begin the selling phase. To succeed in selling, you must first succeed in marketing. Parts One and Two were all about marketing and most of this section is about marketing. You're not ready to sell yourself until you've done all the work required in these sections. Your success in selling yourself will be directly related to how hard you work at the marketing phase, how creative you are, and how willing you are to move out of your comfort zone. As you go through the marketing phase, your self-confidence and eagerness to sell yourself will steadily rise. You are going to be pleasantly surprised at how successful you can be at selling yourself now that you know how the process works.

Most employment seekers today use one marketing tool: a traditional resume. It still has a place, if you’re applying for a job, but it’s the wrong tool for marketing yourself to employers or clients when you’re approaching them on speculation that they might benefit from the skills and experience you have to offer. Today’s tools can include a visume, a two-and-a-half-minute visual resume, a marketing letter, blog, web site, brochure and variations on the traditional resume, which are marketing oriented. The generic, one-size-fits-all resume, or any other such tool is a dinosaur.

You need to tweak your marketing tools to address the needs of the employer or client you're targeting. You must clearly indicate that you know something about them and imply that the experience and skills you have to offer will benefit them. You must indicate in your marketing tool that you will promptly follow up with them and make sure you do that. Some employment seekers are reluctant to follow up and that is a major mistake. According to a February 2006 survey by Robert Half International, 86 per cent of Canadian executives said that employment seekers should follow up within a week of submitting an application.

There's probably no other word that is used more frequently in relation to today's workplace and that is more abused, misunderstood and overused than "networking". That's unfortunate, because if you understand what networking is really all about and you’re prepared to invest the time it takes to put an effective networking strategy together, it is probably the most powerful tool you can use to market yourself and find hidden work opportunities.

You first need to be clear about your motives for networking. Successful networkers are givers, not takers. If you only contact people when you need help, you're not a networker, you’re a sponge. Successful networkers give generously of their time and expertise to their profession and their community. You will find them serving on the executive and committees of the professional associations they belong to and on the board of at least one non-profit or charitable association in their community.

Many so-called networking events are a waste of time. They attract employment seekers, recruiters who are looking for commission salespeople, personal coaches and the like. If an event is being marketed as a networking event, you probably should avoid it. It is highly unlikely that the people you need to connect with will be there. You need to determine what activities such as seminars, courses, trade shows and conferences are coming up in the next few months where the people you want to connect with are likely to attend and sign up for them.

You need to be patient and not expect immediate results from the networking events that you attend. If you're on the executive or committees of the professional associations you belong to, if you are on the board of at least one non-profit or charitable association in your community and your motive for networking is not self-serving, you will have your share of success. Write some articles for the journals or newsletters of the professional associations you belong to, volunteer as a speaker at events where people can benefit from your expertise, or start up a new association or special interest group in your area and you will be on the radar screens of the people you need to connect with.

Ron McGowan has been helping contract workers, consultants and college/university grads to find work for over ten years. The 2007 edition of his book How to Find Work in the 21st Century http://www.trafford.com/00-0131 has recently been released.

That sinking feeling

Ten things you hope your client never says.

How to market yourself as a consultant - Part 2

Guest post by Ron McGowan

In Part 1 you defined exactly what skills and experience you have to offer employers or clients and why they would be interested in them. Like a rookie salesperson who is being trained on a new product or service, you should now know your product (i.e. you) inside out. The next step is:

Where are you going to sell it?

As part of analyzing the skills and experience you’ve picked up in the past you may have identified some characteristics of the companies where you’ve had success. Or you may have identified certain types of projects that you really enjoyed working on. If not, go back over Part One and look for the types of companies you’ve worked for and projects you’ve worked on that you really enjoyed and that brought out the best in you. Then look for similar companies or projects where you can duplicate this success.

Contract workers and consultants sometimes overlook this. They get so focused on finding their next gig that they don’t pay enough attention to finding opportunities that are a good fit for them. You also want to be looking for opportunities where you can build on the experience and success you’ve had. For example, if you did a project for a legal firm that was successful and that you enjoyed, why wouldn’t you try to build on that experience and success by marketing yourself to other legal firms?

Most commentators on the workplace will tell you that at least 80 per cent of the employment opportunities are never advertised. This is why so many people who are looking for work are struggling. They approach finding work in essentially the same way as their parents did. They scour the mainstream media and popular Internet job sites and when they can’t find work, they give up or settle for low paying service jobs. They simply don’t know how to tap into those hidden employment opportunities.

You need to take your connectivity to what is going on in the economy and in your field to a much higher level than the average person. You need to become a news hound and sniff out those hidden opportunities. You can test yourself on how well you are doing this by your reaction to news about your field that appears in the mainstream media. If it is news to you, you’re not as connected as you need to be. You should already be aware of it through the database of news sites and other sources that you monitor regularly. Talk to successful contractors and consultants and you will find that they are very well informed about what is going on in the economy and in their field. Market research is one of those areas, like getting regular exercise and eating sensibly and so on that everybody agrees is important. Talk to those who are struggling in today’s workplace and you will consistently see that they approach market research passively or simply don’t understand how important it is. They’ve probably heard that most employment opportunities are hidden but they have no idea about how to find them.

Can you identify the fastest growing sectors in the region that you want to work in? What are the key trends in the areas you want to work in? Can you identify some significant projects that are underway or will soon be started that might provide employment opportunities for you? Are you right on top of what is going on in your field? What skills are most in demand in your field? Do you have them? If not, how can you acquire them? If you were asked to take on the “program chair” position for the professional association that you belong to, how easy would it be for you to identify topics that you know would be of interest to the members as you put together the program for the year?

Name the best media sources; web sites, blogs, newsletters, journals, etc, for keeping you connected to what is going on in your field. How creatively and diligently do you monitor these sources? Which companies have recently landed significant contracts that might provide an opportunity for you? Can you identify some key players in your field who have recently been promoted or taken on new assignments? Could your skills and experience be of interest to them?

Recruiters, headhunters and H/R managers are increasingly turning to the Internet to fill jobs or find staff for projects, which is one of the reasons why many employment opportunities are never advertised. How easy would it be for these people to find you on the Internet? Have you ever thought about what a search on the Internet would reveal about you? Do you realize that it’s becoming common practice for managers and business owners to do an Internet search on candidates as part of the hiring/screening process?

Are you doing any Cybernetworking? Do you know about web sites like LinkedIn, Visible Path, Zoodango, ZoomInfo, Ryze and Xing? Have you ever used these sites? Do you know that employers are increasingly using them to find candidates?

Which blogs do you subscribe to? Have you thought about creating your own blog? Are you aware that recruiters often monitor blogs that are related to the field they’re searching for to find experts? They find candidates by looking for postings from people who obviously have the background they’re looking for and who communicate well.

Finally, a potential byproduct of being well informed about what is going on in the economy and in your field is that you may spot unmet needs. Maybe you can create your own work opportunity by going directly to an employer with an idea whose time has come.

Ron McGowan has been helping contract workers, consultants and college/university grads to find work for over ten years. The 2007 edition of his book “How to Find Work in the 21st Century” http://www.trafford.com/00-0131 has recently been released.

How to market yourself as a consultant - Part 1

Guest post by Ron McGowan

If you ask contract workers or consultants what their biggest challenge is, most of them will tell you it is marketing themselves. They either hate it or are very uncomfortable with it. This is a major problem because their success is directly tied to how effective they are at marketing themselves. The good news is that marketing can be learned.

The main reason for their discomfort with marketing is ignorance. They don't understand it and assume that since they don't have a background in it, they won't be effective at it.  The challenge is to unload their current perceptions about what marketing is and to accept the fact that, with hard work and being prepared to move out of their comfort zone, they can become effective at it.

The myth of the backslapping, loud, aggressive sales type is just that, a myth. Successful salespeople are professionals who are well trained, attend to the needs of their customers and are genuinely interested in helping them. They sell solutions to problems and products and services that satisfy a genuine need. They’re also resilient. They’ve fallen flat on their face in front of customers many times before becoming successful. And they’ve endured a lot of rejection and bounced back from it. Some of the most successful salespeople are quiet, unassuming people – not quite the stereotype often attached to salespeople. The main reason why they’re successful is that they’re sincere. Their customers pick up on that because sincerity can’t be faked.

The common view of what selling is about is pure bunk. The "gift of the gab" is not an asset – it's a liability. There’s no such thing as a born salesman or saleswoman. Successful sales people achieved their success through working hard, believing in the product or service they sell, knowing it inside out, knowing how it can benefit potential customers and by not being easily discouraged. These are characteristics that you must acquire. If you have any lingering thoughts that you’re not good at selling yourself, you need to get rid of them. Your selling challenge is to communicate to a potential employer or client how they can benefit from using the skills and experience you have to offer. Not in a fancy, forced or insincere way but in the way of having a normal conversation with them. If you are a low-key individual, be assured that many successful sales people are like that too. The last thing a potential employer or client wants from you is a sales pitch. The primary reason contractors or consultants fail at selling is lack of preparation, or failing to do their homework before getting in front of an employer or client. To succeed, you need to be absolutely clear about the following questions:

1. What do you have to sell?
2. Where are you going to sell it?
3. How are you going to sell it?

What do you have to sell?

Most contract workers and consultants are weak in this area. They’ve never taken the time to thoroughly analyze themselves and the skills they have to offer. It's no longer sufficient to identify yourself as an engineer, accountant, MBA, graphic designer, or whatever. You need to be very clear about the skills you have to offer, and more importantly, why a potential employer or client would be interested in them. How will hiring you make their lives easier? What problems and challenges do they have that you can help them with?

As you begin to analyze your education, experience and the skills you’ve acquired, play devils' advocate with yourself. Put yourself in the shoes of the employer or client you want to work with and take a "so what?" attitude towards your skills and experience and be prepared to respond to that attitude if they project it.

The key to success is to know as much about their business as you can and to be absolutely convinced that your skills and experience will help them. If you are convinced of this and have thoroughly analyzed their business, they will pick up on that. Most people don’t do this. They often assume that their skills and experience speak for themselves. They don't. It’s your responsibility to explain to the employer or client how they can benefit from hiring you. They’re not interested in how many people you managed in the past, or how big the budget was for the department you managed. If you have a lot of experience and your background includes operating at a senior level, you need to be careful about how you come across, especially if you’re dealing with a small organization. If you’re not careful you might unwittingly scare them off. Your challenge is to assure the business owner or manager you’re dealing with that you will support them and can offer solutions to the problems and challenges they face.

If you stay focused on the key question that is always on the back of the mind of employers or clients, i.e. "How will hiring this person make my life easier?" you will have your share of success. If you can demonstrate to the employer or client that you‘ve done your homework and know their business, they'll be impressed. And be prepared for them to test you. If you are an accountant, for example, they may give you their most recent financial statements and ask you to point out areas where they can improve. If you are a professional, you won't be intimidated by this. Just be careful that in your eagerness to impress them, you don’t give your expertise away. The trick is to demonstrate that you are a professional and can help them with the challenges and problems they have.

Ron McGowan has been helping contract workers, consultants and college/university grads to find work for over ten years. The 2007 edition of his book “How to Find Work in the 21st Century” http://www.trafford.com/00-0131 has recently been released.

What a technical resume needs to be

"A Few Things about a Technical Resume..."

In almost fifteen years of experience in technical recruiting, you would not believe the technical resumes I have seen from even some very senior members in our technology community.Thought I’d remind folks of a few things that a technical resume should be. Believe statistics should show:

• Average hiring manager spends 10-15 seconds reviewing a resume (80% on the first page)
• If you can keep someone’s attention on your resume for longer than 15 seconds, you increase your chances of some type of interview significantly (believe something like 80%)

What A Technical Resume Needs To Be:

• A technical resume must exemplify the prospective new employee’s technical documentation abilities.
• Precise and Concise!
• It should be an example of a person’s technical and business functionality documentation abilities, reflecting the business aspect/purpose of the position as well as the technical environment.
• The only objective the resume needs to address is the objective of the hiring management. View the resume through the eyes of the prospective hiring manager.
• It should speak for that technical person in their absence speaks of the quality of that person’s abilities and business/technical abilities being the technical person’s sales and marketing material. It "sells" the prospective candidate to the hiring manager.
• Environment: listing technical tools provides hiring manager a chronological history of your experience using a particular development tool. Include version numbers. The latest version shows your skills are current but older versions document your length of experience (ex: Oracle 2.x - 9i)

The average person briefly glides over resumes the way you peruse your credit card statement or perhaps the contract for a rental car. Each technical position or project had to have some type of business justification. Companies just don’t hire techies without some type of business reason and purpose.

A technical resume must exemplify the prospective new employee’s technical documentation abilities. Each technical position requires some type of documentation (both technical as well as business functionality). A technical resume must find a happy medium between business analyst and technical expert. All business and technical aspects needs to be documented and detailed for each position listed in the employment history section of the chronological resume without getting verbose. Be precise and concise!

If you’re a hiring manager implementing a new architecture for your software development team don’t you think it would make sense to hire someone who can do the Java programming or the infrastructure implementation but also find someone who can document that work in a precise and concise way? Isn't that truly what your resume should be stating?

Beware of "made-up words" or terms that may have been created on the job and used in that specific organization and environment.Acronyms at one company don’t always mean anything to another or could mean something complete different. The author of a technical resume needs to consider the person who will be reading the resume, quickly scrutinizing it and hopefully deducing that you’re the ideal match for their needs.

Director level and higher candidate resumes should definitely have the first few bullets of each position documenting both technical and business aspects:

• Size of the staff and what type of positions it included multiple locations, offshore, etc.
• Size of budget (regional, district, etc.), sales quotas (budgeted, accomplished, etc.) and make sure that you clearly state that budgets were met, sales quotas exceeded and that projects were brought in on-time, etc.
• Be Precise and Concise! - without being verbose. If not, there’s probably a 99% change that the reader will presume something incorrectly.

A technical resume IS the marketing and sales material for that technical person. It's what is going to be representing that YOU when YOU are not there to speak for yourself. If you are a well-educated, successful, productive professional -- why shouldn’t that person's resume reflect that?

If you are a QUALITY person, present a QUALITY resume! (and I’m not talking about putting it on pretty letterhead or an extremely expensive bond of paper).

This may seems all to obvious when you read it but how many people actually have a presentable resume that can be quickly tailored to represent their candidacy and qualifications for their ideal opportunity

View the technical resume as if you’re using the eyes of the hiring manager. You just might see the technical resume in a completely different way -- the way that’s going to lead to the hiring manager quickly deducing this person’s qualifications are ideal and lead to an interview?

Whether you’re a recruiter, internal HR person or a technical professional reading this article, a technical resume should be more than just a resume or an e-mail note received. By including both the business function as well as the technical aspects of past employment history, demonstrating your technical documentation abilities and the ability to document the technical business perspective of past projects you will be demonstrating to prospective employers that this technical professional has the vital skills necessary to achieve the business objective or deliverable.

Your partner in placement,
Daniel Parrillo

Daniel Parillo is President and Sr. Technical Recruiter at Strategi LLC. Email him at dparillo@strategi.biz. Or visit his blog on ERE.net, The Honest Recruiter.

How to green up your consulting business

Even though Earth Day was a couple months ago, I just read a great article on Electronic Recruiting Exchange (ERE.net) by Dr. John Sullivan, Green Recruiting: Building Your Environmental Employment Brand. This article urges firms to market their current green strategies to prospective candidates and also highlights how firms can become more environmentally friendly, using specific examples from other companies who are already actively turning green.  John uses Google as an example of an environmentally conscious company with these practices in place:

• $5,000 subsidies for employees buying hybrid cars
• Company dining facilities that serve organic sustainable foods
• Charitable contributions to organizations that fight global warming
• On-site farmers markets
• On-site composting of food waste
• Use of green fuels and solar power
• Fully subsidized employee bus pools for commuting employees

As consultants, we may not be able to incorporate all of Google's practices, but we can do other things, such as using mass transit, or only using 100% recycled paper.  I was curious about what green strategies were out there for consultants, so I asked Andrea Coutu, the creator of ConsultantJournal.com and here are her own tried-and-true suggestions she incorporates into her consulting business:

• Work from home (no commute and use less gas overall)
• Install a programmable thermostat which can automatically turn down the heat when you are out of your office
• Turn off your computer when you are not at your desk
• Use an all-in-one multifunction printer (less office equipment) and turn off when not in use
• Recycle all office paper
• Live in an urban location with the ability to walk to office supply stores and business meetings
• Focus on knowledge-based companies, instead of resource-based companies

Do you have your own green practices?  What are they? Do you market this to your clients? On the flip side, do you have a preference for working with clients that have set 'green guidelines'?

---Colleen

Colleen Williams is the Consultant Community Manager for the HotGigs Staffing Exchange