Millions of young Americans are experiencing a “quarter-life crisis.” They understand that the economy and the nature of work have changed forever. Talent today want more bang for their buck. They want to leave a mark, make a contribution, have a purpose. In short, they’re seeking a calling more than a career. They crave meaning, autonomy, and exploration. Managing one’s vocation successfully is no different than managing a business. And that’s why the contingent workforce has the power to[...]
Just two days ago, on August 9, global HR consultancy Randstad announced its acquisition of Monster Worldwide. The news wasn’t that surprising. Four years ago, The Boston Globe reported that Monster was seeking a buyer. Financially, Monster has been riding a downward spiral for years. And that’s become the big discussion point across the industry. Most of the articles provide a deep examination of plummeting revenues and struggles to remain relevant. Without rehashing all the figures, let’s sum it up this way: Randstad paid $3.40 per share. Back in 2000, during the job board’s heady salad days, investors paid $91 per share. I believe the more important story here involves Monster as a cautionary tale and what its resurrection through Randstad could mean to the workforce solutions industry.