From where we work and when we work, to the way we connect with colleagues, the pandemic changed everything about the way we do our jobs. 

And as a result, companies must reshape their communications strategies to better reach today’s employees.

FWI | Poppulo’s Engage 2022 explored the role of internal comms in the modern workplace, including how companies are overcoming common communications challenges, driving company initiatives, and keeping up with the changing needs of today’s workforce. 

The Great Employee Disconnect—And Why Enterprise Communications Are Failing

If you’re interested in digging deeper into the conference, you can read our full whitepaper 

—but to give you a taste of what you can expect, here are the key takeaways.

Now that many companies have adopted a hybrid work model, employees are spread across different geographies—working from home, in the office, and everywhere in between—and they all need different information to get the job done.

Plus, the average retirement age is increasing, meaning that there are more generations in the workforce than ever before—and they all have different preferences when it comes to how they communicate. 

At Engage 2022, we explored how a variety of FWI | Poppulo customers are communicating with different audiences. And truthfully, there isn’t a one-size-fits-all solution—but there are tools that can be leveraged to help you find the right strategy. 

Here are ways speakers told how they  communicate with non-traditional audiences:

IKEA: To reach their global and largely unplugged workforce, Guy Britt and Daniela Rogosic started up Flatpack TV, a weekly video program that has been hugely successful at engaging IKEA's 170,000 co-workers. Watch their session 

Spirit AeroSystems: The IC team at Spirit AeroSystems needed a more effective way of reaching unplugged factory workers, so they implemented MOS dashboards throughout their factories to display KPIs and critical employee comms—learn more 

Your IC strategy must align with your company goals to add value to the business. And right now, driving employee engagement is a key initiative for all businesses.

Our Beyond Employee Engagement session explored how IC teams can increase their business value and influence as it relates to employee engagement. 

To dive into the full session, you can watch it on-demand 

1. Link the impact of employee engagement to executive priorities

2. Upgrade to orchestrated communications to drive operational excellence

3. Create a personalized multi-channel content strategy

With social and environmental issues top of mind, many companies are investing resources into driving DEI and sustainability initiatives. 

One way that IC teams can reduce their environmental impact is by leveraging digital comms technology like digital signage, email, and more, eliminating the need to print paper for communications. 

Plus, companies can educate employees about sustainability using these channels, further reducing their carbon footprint.

Additionally, our panel with Microsoft, Capital One, and Gilead Sciences explored how they’re leveraging comms strategies to support DEI in the workplace. 

They spoke about the importance of having open dialogue with employees about what they need to feel supported. To learn more, watch the full session 

The last few years have kicked off a number of changes in both the physical and digital workplace—most notably the importance of employee health and safety. 

Our conference heard from the VP of Digital Workplace Experience at Humana, Callie Baumann, who spoke about the impact of work on employee mental health. The full session is available 

—but here are the top three ways Humana supports the physical and mental health of employees:

1. Clearly communicate updated work policies, health guidelines, and changing regulations

2. Offer education around how employees can get mental health support

3. Treat employees like people and understand that they have personal lives

The pandemic also caused a massive shift toward remote work, and as a result, the workplace has transformed into a venue for collaboration rather than a structured place to employees work 9-5. 

Companies must consider the technology and spaces needed to support all employees, and understand that the return to the office is a choice that employees should be involved in. 

To learn more about the transformation of the physical workplace, 

 from Engage featuring employee experience professionals from Thomson Reuters, Newmont Corporation, and Connect XP.

The pandemic proved that a remote or hybrid work model can be successful. But it’s challenging to ensure the employee experience is equitable for all workers—regardless of where they work. 

 with Aoife Kearns, Senior Director of Internal Communication at LinkedIn, to learn the measures her company has been taking to create hybrid events that feel equitable and inclusive for all their employees whether they work from home or in the office.

Today’s workplace clearly looks different than it used to—and today’s employees have different needs than before. Organizations need to learn how to connect with a changing workforce while continuing to drive company initiatives. 

Throughout this article, we explored some of the ways that companies are doing this today—but we have a lot more to share. To watch each session in full, check out the full on-demand menu 

Communicating with Today’s Workforce: Top 4 Takeaways from Engage 2022

You know the moment when you’ve just hit send on a companywide email only to realize you’ve made a mistake? 

(And why was it only at that moment you noticed the incorrect distribution list or the typo!?) Your heart thuds and your pulse races as your mind frantically races through the dismal options at hand. 

Deflated after all your hard work to get to this point, you summon your courage and contact your stakeholders to apologize and send out a correction.

We’ve all done it. It’s truly horrible. “Send anxiety” is a phrase I’m sure all Communicators can relate to. There is nothing worse than the impact you were hoping to have all coming undone with a simple mistake. 

Why Words Matter: 3 Brilliant Tips for Crystal-Clear Writing

I’ll never forget when I wrote a companywide email on behalf of the CEO, where I had employees “singing” rather than “signing” contracts!

Messages from leaders to everyone in a team or company are a vital part of the comms toolkit. The information can be strategically important or operationally urgent. 

It can reinforce company culture and influence behavior. It can affect a leader’s credibility and a company’s reputation. Mistakes can be high stakes in Communication roles, making for a pressurized environment.

There are a myriad of things that can ruin a Communicator’s day. In the spirit of a problem shared being a problem halved, I asked a few of my Communication friends to tell me about their catastrophes. Here’s what they said:

Luke: “I sent an editable document to everyone (we're on Google). It was an operational communication and team members from across the country took great delight in changing the communication before we noticed”.

Rinku: “I accidentally included 8,000 people’s names in the ‘TO’ email field instead of the 'BCC'. People used “reply all” to give their opinions and an email war broke with people saying, “Stop replying all” and some ‘funny’ people asking, “What are you all having for lunch? People got really cross.”

Maria: “Late on the evening of a major announcement, a courier went missing with thousands of printed brochures containing confidential information. We had not thought through a strategy on how to deal with such a leak. After several frantic phone calls we eventually tracked them down, but it was a very late and stressful night!”

Simone: “I printed 2,000 lanyards with the wrong start time for the event. I didn’t notice until we started to fill them. I had to quickly find a print store in Melbourne on a Friday to get them re-printed prior to the weekend event.”

Lynette: “I sent an email with advice on how to performance manage a “difficult” person and accidentally included the person in question!” Ouch.

Alice: “I organized thank you gifts and printed cards from the CIO and left them on everyone’s desk after a particularly challenging project was completed. I felt so embarrassed when he pointed out his name was misspelled.”

Sam: “I sent an email on behalf of the CEO and forgot to replace my email signature with the CEO’s.”

Hopefully, that list gives you comfort that mistakes happen to everyone. You are not alone! 

By the time a communication actually goes out or collateral is printed, it may have been rewritten and reviewed by a dozen or more people. You have probably had to resolve conflicting feedback, clarify vague details, and chase down people for input all in a tight timeframe. It’s no wonder mistakes happen. 

If you’ve ever made an error, it’s likely etched into your brain so you’ll never make the same one twice. Here are some ideas to avoid slipups in the future.

Take ownership of your mistake and actions to fix it immediately. Even if you think it will draw more attention to it, it’s always best to correct it. 

Don’t beat yourself up. Everyone stuffs up at times so try and keep things in perspective. As humans, we have a tendency to focus on the negative, so when you’ve got that big stick out, try and focus on the many things you are doing well. 

Do some scenario planning. You can’t prepare for everything, but ahead of big announcements think through potential issues – like a leak. Know who and how to escalate issues.

Always have someone proof-read your work. It’s very difficult to check your own. Your brain actually reads what you think should be there and not what is actually there. 

If you must proof-read your own work, let’s face it at times it does need to happen, read it out loud, back to front, and try to do it fresh. Always check your hyperlinks!

Don’t be afraid to ask for help. The more balls you have in the air, the more likely you are to drop one. Ask a colleague to step in or provide a fresh set of eyes. They will be happy when you return the favor.

Slowing down can help you speed up. I love this tip from my colleague Simone, “Just because it’s fast-moving, doesn’t mean you need to sprint.”

Always practice ethical communication. As Communicators, we have a lot of power and a responsibility to use it properly.

One thing for sure is that we’ll all continue to make mistakes. How you deal with and recover from them is what’s important. Making a mistake needn’t be a catastrophe. 

Hopefully, we can keep it in perspective and learn a few things along the way too.

Communication Catastrophes and How to Deal With Them

You present a stellar speech at the quarterly all-hands meeting.

You receive a byline in a popular industry publication. Your star account executive lands a new client. You excitedly share the sales report, which exceeds projections.

3 Ways to Make Your Employee Communications World-Class

That great speech doesn’t matter if you’re exclusive, dismissive, or cliquish at the office coffee bar or your virtual, weekly meeting. It’s through your day-to-day interactions where you build trust, where employees decide to engage in the mission, where team members feel valued…or not.

Employees believe the authentic you shows up through daily behaviors, not a scripted speech. And they’re right.

Sure, it’s cool to have a byline in an industry publication to showcase your expertise, grow your visibility in the marketplace, and distinguish your organization. 

But the byline matters less than the actual experience employees have in your organization.  As you know, your employees’ experiences influence your branding and reputation more than any industry article.

The account executive who lands the new client should be celebrated, right? …It depends. How are they showing up as a leader? How are they influencing the success of their team members? How self-aware are they when it comes to managing their emotional triggers? 

I hear stories of toxic senior leaders who stay in their role because they are valued more for the money they bring in or the creative product they develop than how they lead their team. (Yes, there were tears shed during the telling of these stories.)

What you value is communicated more in your leadership decisions than in your new client list.

Congratulations on the sales report that exceeds projections! 

Though there’s concern that no one understands it.

It’s easy to forget your audience isn’t as familiar as you are with the industry or department jargon. And your employees may hesitate to share that they don’t understand the countless company acronyms. 

Here's a friendly reminder to write for the employee who started yesterday and isn’t familiar with your industry or department. That way your audience will appreciate your impressive sales figures.

Your internal communications (IC) team may be awesome—authoring that speech, ghost-writing the industry article, developing the materials for the client pitch, designing the sales report. But are you having the strategic conversations with them that are needed?

Perhaps you could ask your IC team members a few open-ended questions

What stories are the employee engagement and communications data telling us?

How can I better influence engagement in the organization?

What’s one communications tip you’d share with me?

This conversation takes courage – on both sides – but it can clarify your intentions with your internal communications efforts and help refocus the team on what matters most…

    Executives: Here Are 4 Things Your Internal Comms Team Isn’t Telling You but Should…

Employee success factor is the key element needed for every business to succeed. 

I’m not aware of any business that can run 100% without humans nor do I want to envision such a business. 

Every company depends on its people to produce, distribute, manage, execute and lead their organizations profitably. 

A company that is not profitable won’t last long, as employees are the critical piece of the foundation for success. It seems that every few years the world creates a new term to shake up management and make things better. 

The Great Resignation: It's Time to Rip-Up the Comms Playbook

I recently have been seeing companies talking about employee experience (EX) as a replacement for employee engagement (EE). While I value the need for change, these two concepts are not interchangeable but, in fact, they are dependent on each other to provide the right company environment for employees to succeed.

I define employee experience as the work environment and the culture a company has. It is about the office (or home space), technology, devices, benefits, perks, colleagues, rewards, and opportunities for career and personal growth. 

It is about who the people are and how they show up to work, every day. It is what makes a job a positive, rewarding experience or it is what causes a person to leave a company for a better opportunity. 

A company’s culture is as unique as the people who work at the organization. Because no two people are alike, no two company cultures can be alike.

In addition to EX, you must have a proactive, positive employee engagement (EE) program to help your employees be valuable contributing members of your organization. 

Employee engagement is what drives your organization forward by having caring, committed, and engaged employees. We humans tend to place a higher value on things we own versus things we do not. 

For example, when you own your own home or car you usually commit to taking great care of your belongings to get the most life and value from them. 

When you are renting you don’t have a long-term investment and it is always someone else’s responsibility. It is the same with a person’s career, they own their work, their livelihood, and their growth and you need them to “own” their contributions, experience, and expertise in order to give their all while working for your company. 

The more value and ownership someone places on their work, the better the outcome, the more productive and the happier they are.

A key to having engaged employees is helping them understand and find alignment with your company’s vision, mission, and strategic goals. Knowing how an employee contributes to an outcome and giving them ownership of as much of the process as possible is key to having engaged, productive, and caring employees and outcomes.

It is incredibly expensive to hire and onboard a new employee and managing your employee turnover costs is one of the best ways to improve your company’s profitability, so EE should be high on everyone’s list of employee programs.

How do you make the most of your EX and EE programs? The creation and recognition of the value of corporate communications have been in place for decades. However, it has only really been in the last decade or so that the importance of internal communications has gotten the recognition and support that is critical. 

I think of communications as the “glue” that holds an organization together. It is the most strategic ingredient of successful EX and EE programs.

A good comms strategy has a strong bridge between the internal and the external programs. Your employees need to know what is happening with customers, the marketplace, their industry, etc. and your customers need to know about the company (vision, mission, values, etc.) and the people that make your products and services available to them.

You can’t have a strong and effective EE or EX program without a dynamic and effective comms program. Your comms program(s) need to be informative, engaging, inspiring, helpful, supportive, and timely. 

In addition, internal comms programs need to provide information and support for products/services, policies and procedures, benefits, opportunities, rewards, and career growth. 

External comms programs need to inform, educate and engage customers with your company, your products/services, and your people. People do business with people they know and trust and so building relationship with and between employees and customers is critical to a company’s success.

My recommended equation for your company’s successful and profitable growth is to remember the equation: EE + EX = EF 

In other words, employee engagement + employee experience = employee factor success, which leads to your overall company’s long-term success and profitability.

Employee Engagement + Employee Experience = Employee Factor Success

The corporate newsroom isn't what it used to be.

Channels continue to multiply and decentralize, and people who have grown up on social media fully expect participatory channels. Personally, I’m happy to see the sun setting on the headquarters-based, command-and-control approach that I learned 20 years ago.

In the old days, if business units had their own channels, they kept them hidden from the corporate office. Today co-creation is more welcome, where people in various locations and business units produce and deploy content on their own, out in the open, and in parallel with us at headquarters.

Co-creation is a good thing because it gives us more –
more content, more authenticity, more inclusion.

Yet old-school message discipline still has its place. Leaving co-creators on their own without guidance and support encourages people to guess. With the best of intentions, dispersed co-creators can easily produce versions out of sync with the company's stated strategy.

We can enable co-creation by providing tools, assets, and training that make adaptation easy and effective. What does an aspiring co-creator need from communicators at headquarters? Here are three foundational practices.

Work to understand local creators' strengths, weaknesses, and aspirations. Without knowing who those creators are, you can't tailor assets and briefings that are useful. 

Which of them organize events, are taking classes in XML, or want to learn to edit video? You won’t know until you get acquainted. These conversations show them respect, bring them into the process, and help keep strategy top of mind.

2) Give them the basics for content planning

People working on content in various business units, geographies, or languages are often in isolation, without the experience, resources, or insight into strategy that those in headquarters have. Imagine yourself as a solo communicator, and help them out with some of the basics:

A content strategy and calendar — People need some idea about what’s ahead so that they can plan localized or co-created content. Even if it's only penciled in, a heads-up gives them more thinking time.

Key messages on frequent topics — They may be rote to communicators in the home office, but specific wording on key topics like target markets, industry segments, product offerings, and social goals are confidence building and greatly appreciated. Ideally, they are continually updated and in multiple languages.

Creative briefings — If you need local support on a global campaign, brief them on the background. Just as any creative vendor or translator would need, co-creators should know what the campaign's purpose is, what outcomes it hopes to achieve, and how success will be measured.

Visual assets — Very few in business have training in visual design, so they appreciate photos, graphics, and templates that enable them to assemble good-looking content, quickly and easily. Remember that images can be culturally inappropriate in some places, so these assets should be flexible enough that co-creators can adapt them to local language and culture.

One reason that the search function in so many intranets is completely useless is because users weren't trained in applying metadata to the content they post. Regardless of channel, user experience greatly improves if those producing content understand how to properly use the tools they're given.

Training in tools and best practice should be ongoing, not just for new communicators on your team, but also for aspiring co-creators in dispersed business units.

Some areas that should be regularly covered are:

How to use a messaging brief — Your co-creating network needs to understand that messaging has a shelf-life, and that they should be looking for opportunities to weave in core ideas.

How to depict the company's Health and Safety practices (H&S) — Or rather, how 

 to. Photos and videos that are otherwise ideal may get spiked if they show behaviors H&S is trying to eradicate.

Video best practice — Not everyone with a phone is a videographer. Provide guidance on lighting, audio, and orientation so that they're useable across platforms.

Legal use of images and music — Professional communicators are careful to check whether assets are acceptable for commercial use, but many others are unaware that something they copied from the web can get the company sued.

Break content into components for maximum reach and better curation

With diverse and multiplying channels, we need people outside of corporate headquarters who have the ability to shape and create content, monitor user experience, assess the relevance of “global” content, and remove what’s outdated, off message, or irrelevant.

Building a network of people who can do that curation can greatly improve collaboration between the regions and the corporate office. Open and ongoing dialogue about goals, tactics, and best practices is one way to achieve it. 

At the same time, we in headquarters must learn to let go and trust because communication practices will vary somewhat across locations.

Full co-creation may not be feasible for every market, especially in the short term. But if we can enable greater possibilities for localization, once local ownership and accountability takes root, the evolution toward co-creation is inevitable.

Embrace Co-Creation and Diverse Voices — 3 Ways to Get More People Involved in Content Creation

Are you someone whose holiday begins as soon as they confirm the booking?

 The thrill of buying your holiday wardrobe, checking the venue’s daily Insta posts, destination weather forecasts, duty-free shopping, the first page of your holiday reading, and maybe the airport lounge….all happening weeks and months leading up to the holiday itself.

Or do you only start to experience it when you arrive at your holiday venue?

The leadup is the ideal opportunity for holiday-related businesses to engage with their customers, delivering the dream and experience so that the excitement, anticipation, and connection build up long before the main event.

Now imagine the opposite; confirming the booking and hearing nothing more until you arrive at your destination.

How valued would you feel? Would you start to lose confidence in the holiday provider? Maybe doubt whether you should have booked the holiday?

It’s a similar experience when starting a new job.

So why do 64% of employers wait until the actual start date to welcome and onboard new employees when a great preboarding experience can boost new hire retention by up to 82% and minimize nonstarters? *

Preboarding is a window of opportunity between accepting a job offer and starting a new role, which could be weeks or months. And an employer's behavior during this time can determine how their new employee begins the first day of their new career; feeling a valued part of a community with a great sense of excitement and belonging or apprehension and lack of clarity around exactly what they’ve signed up for.

Here are eight ways in which communication and connection can positively enhance your new employees’ experience in their preboarding period and have them ready for take-off from Day 1

Have your new employee’s Manager call them upon job acceptance to say how much they’re looking forward to working with them.

Create a "Welcome" card signed by everyone on the team.

With your new employees’ permission, share a photo and their profile to LinkedIn, welcoming them and inviting others to like and comment.

At the next team meeting, record a team video message or GIF and send it to your new employee—or invite them to have lunch or post-meeting drinks with you and the team.

Ask your new employee to complete an "About me" questionnaire’ about their work style and preferences as well as some fun facts e.g., favorite biscuit (useful for the coffee round), pet hates, and "If I wasn’t an X, I’d be a Y".

Similarly, share "About Me’s" from all the team with the new employee, including pictures so that they feel familiar on the first day.


Allocate a Team Buddy to introduce themselves and check in for a coffee chat every week. Not in a scary, micro-management kind of way, but to build a friendship and answer any niggling questions.

Provide the new employee with their equipment (and relevant passwords!) before their start day. This gives them chance to become familiar with key packages and navigation and enables any teething trouble to be ironed out in advance of their start date.

Pre-populate business phones or provide a priority list of team numbers, help desks, and other essential contacts.

Set up emails and Teams Groups and include your new joiner in social messages, future events, training, and diary dates.

Compile a personalized onboarding microsite or USB of key documents and links that your new employee will need and find of use.

Share video stories of other employee experiences and/or what employees like about the company

Develop an orientation handbook of all the information that they’ll need to navigate their way around the organization—brand guidelines, values, ways of working, safety regs. You may like to produce this in the form of a scavenger hunt where the new employee learns by finding the information for themselves

Share your employee value pack. After all, that’s presumably why they’ve joined you! Explain your business culture, benefits, and how to access them with related forms and links to create that warmth of belonging and confidence that they’ve made the right choice

Arrange a diary date for an informal breakfast Q&A session with an Exec Team member. Great for hearing about purpose, direction, and plans for the wider organization and for the Exec to hear feedback on their employee experience.

Provide links and details of any training that needs to be completed before the start, to enable the new joiner to hit the ground running. This could be in the form of online modules for your new employee to work through at their leisure.

Prepare a checklist of all the things you’ll require to get HR and other processes running smoothly such as an I.D. photo for a pass, personal details, driving license, passport, etc.

A simple solution would be to put together a thoughtful swag bag for home or desk delivery just before or on joining day. Branded useful goods always go down well: water bottle, pen, lanyard (with new employee pass attached), notepad, t-shirt, and the obligatory chocolate/energy or health bar.

If you’re not able to take the employee out for lunch on their first day, think about getting it delivered to their home or place of work and maybe arrange for the team to eat lunch together online.

Ask the team to prepare a Spotify playlist of their favorite tunes for your employee’s first commute (whether it’s real or imagined!)

Or how about, and this will take a little more thought, a "Countdown Calendar". The same principle as an Advent Calendar, where your new employee opens a window (virtual or actual) for X days before the start and each day reveals something to make them feel inspired, warm and fuzzy, or just plain delighted to be joining you.

It could be a coffee voucher, a story about living your values, a whacky picture of one of their new team, an inspirational quote, or meditation—a series of fun and thoughtful things that people will remember.

Which brings us nicely to Day 1, where preboarding blends into onboarding.

A few days before their start date, send your new employee a copy of their onboarding plan, along with any special instructions such as meeting point/link, start and finish times, dress code, arrangements for breaks etc.

Oh, and think about the actual start day too. What about a Friday, rather than having to endure a nervous weekend ahead of a Monday morning? 

(Of course, all these suggestions will depend on the availability of your new employee before the start date. Those who are working out notice may not be able to be as flexible.)

With the rapid transformation in the way that we work, employee expectations are changing, and disengagement is currently seen as the biggest challenge for organizations according to State of the Sector. Employees are voting with their feet and moving to companies that really care about them.

As recruiting talent becomes even more competitive and demanding, how can you use your pre-boarding period to convince your new employee that in working for you, they’ve made the best decision?

*Source: Expectations vs. reality of onboarding: Talmundo & Vlerick Business

Pre-Boarding. The First-Class Welcome to Top-Flight Employee Engagement 

The relationship between employer and employee has changed dramatically over the past two years. 

Certainly where and how we work is different, and so is what workers now want and need from their jobs, and in their life—and they are not afraid to make this very clear to their employers.

The stakes are high for companies amidst the Great Resignation, and often the reasons for workers changing jobs are subtle and complex.

That means that the social contract, or Employee Value Proposition (EVP,) between a company and its people also needs to transform, and the way we communicate this ongoing agreement about the relationship also must become more sophisticated.

At its simplest and most transactional, the EVP articulates the 'Give' and the 'Get' when it comes to:

● Work-related to an employee’s functional role

It’s a way of establishing clear expectations:

: Here's what we (the company) commit to giving you (the employee.)

: Here's what we (the company) expect to get from you (the employee) in return in the way of behaviors, performance, etc.

Even if a company had a well-articulated and implemented EVP before the pandemic, it has almost certainly changed. And for companies that don’t have one, there’s never been a better time to develop one.

The truth is, it's getting harder to wing it when it comes to EVP because employees expect organizations to have figured this out already—they want to know that their employers are committed to creating a world of work that's worth showing up for.

But there are some common misconceptions about what an EVP is, and is not, so before organizations embark on defining and articulating theirs, it’s worth clearing up confusion on some key areas.

While there are different methodologies for developing an EVP, at the heart of the process is a desire to understand the wants and needs of the people who work for an organization, and this always requires some form of consultation.

Sometimes companies mistake asking employees about their desired experience as a commitment to giving them everything they ask for, or to instantly transform into an ideal place to work. 

However, it’s actually the process of gaining a better understanding of the gap between ‘where we are’ and ‘where employees wish we were,’ that helps create an honest EVP that bonds both groups.

While a good EVP certainly informs ‘where to from here,’ and areas where employee experience can be improved, it’s also an opportunity for the ‘Get’ to accurately reflect the current state.

For example, if employee consultation reveals frustration in getting clear and consistent information from headquarters, an EVP ‘Get’ theme may reflect that employees should feel empowered to use their best judgment to solve problems locally, and amidst ambiguity.

An EVP is not the same as an Employer Brand

Often the desire to develop an EVP is driven by the need for clarity and consistency when it comes to recruitment marketing.

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