Successful Speaker, Consultant, and Entrepreneur Judy Hoberman Successful Speaker, Consultant, and Entrepreneur Judy Hoberman is President of Walking on the Glass Floor and Selling In A Skirt, companies that are both focused on empowering professional women. She is an International Speaker, Trainer, Executive Coach, Author, Radio Show host and Mentor. Her 30 years in business has given her both the knowledge and sense of humor about how men and women lead, sell, manage and recruit differently that will enlighten you in learning how both genders can support each other’s successes in a more productive way. Her experience includes over 2 decades in life and health insurance beginning as an agent with no experience, to leading 3 agencies across 3 states with over 100 agents. She still holds her license and co-facilitates Medicare educational seminars. Judy also works with companies supporting their diversity and women’s initiatives in the areas of leadership, recruiting, training, coaching, mentoring and retention. Her audiences, from 10 to 10,000 are engaged with details wrapped in memorable stories that are easily implemented that same day. In 2016 she was a TEDx speaker talking about pre-judging people, something we all do without even thinking. She is the author of 4 books including, “Selling In A Skirt” and her latest book “Walking on the Glass Floor”, an immediate best-seller. She offers a complete training program that concentrates on women in leadership, the men that champion them, with a concentration on Redefining Culture. As her book was coming off the printing press, Judy completed a certification from Cornell University’s College of Business in Women in Leadership and a second for Women in Entrepreneurship, adding that to her previous degree from Queens College, New York. She was recently named as a Woman to Watch for International Women’s Day 2019 from Thrive Global. She was awarded the Character and Integrity Award for her distinct and significant contribution to sales producer’s success. She named as a finalist in the Women of Visionary Influence Mentor of the Year and named of the Top 10 Women of Influence in Dallas recognizing her for her hard-work, involvement in the community and entrepreneurship. She is Executive Director of Walking on the Glass Floor Foundation. She is the host of a weekly radio show on The Women 4 Women Network/iHeart Radio called Selling In A Skirt and has been “The Gender Expert” on Fox News Radio. She has appeared on CNN Headlines, ABC, CBS, CW33 and Good Morning Texas contributes articles to multiple publications and journals and appeared on the cover of Exceptional People Magazine. She has spoken for Monster.com, UPS, Southwest Airlines, numerous Insurance/Financial companies and sales teams internationally. Judy’s mission…to help One Woman A Day by following an important philosophy-“Women want to be treated equally, not identically” ™ Previous Speaker Go back to Speaker Network Next Speaker

Virtual Speaker, Author, Podcaster, ALPACA Farmer Kim Butler Virtual Speaker, Author, Podcaster, ALPACA Farmer Co-Founder of the Prosperity Economics Movement, Kim writes books and shares stories about moving from limits to possibilities, confusion to clarity and scarcity to prosperity in your money and your mind. The Prosperity Economics Movement helps clients and advisors regain financial control by breaking from the norms of typical financial planning and building a Prosperity Mindset. Book, Podcast & Video Subjects: 401K issues 7 Principles of Prosperity Mindset and your money Why savings saves families Family banking and Perpetual Wealth Interest and your future (both costs and gains) Life Insurance as your Emergency/Opportunity fund Previous Speaker Go back to Speaker Network Next Speaker

Next Item Previous Item Go back to White Papers List How often do you do things you don’t need to do so you can avoid doing something you are supposed to be doing? We all put off things sometimes, both in our personal and business lives, so there is room for all of us to become more productive. Why We Put Things Off Procrastination is the gap between what we know we should be doing and our actions. When it comes to self-sabotage, procrastination is king. We know what we need to do, but for whatever reason, we put it off. The bigger the gap, the bigger the issue. There are three basic reasons we procrastinate: We don’t like to do the task that needs to be done, or doing it will upset us somehow. This is the most common reason we procrastinate. In life, especially in business, we regularly face tasks we would prefer not to do. But to succeed, we must not only do them; we must make a habit of them. For example, cold calling, asking for referrals and taking educational courses are just a few of the common tasks that are fundamental parts of our jobs but are not on our “can’t wait to do” list. These challenging functions make us feel uncomfortable. The truth is, we just do not want to feel negative emotions — it’s about feeling good now. Often, we simply give in to feeling good by putting off these tasks. These delays sabotage both our short-term and long-term goals. We make our daily goals or tasks vague or weak. We know we really don’t want to make those calls or complete that training, so we make those tasks vague, without a deadline. We say, “I’ll get to that later this week.” It’s impossible to control behavior against such a poorly defined standard. We are easily distracted, and some of us are highly impulsive. We catch ourselves often saying things like, “It will take me only a minute to check my email” or “I’ll just update my Facebook page quickly.” Or maybe we just got a LinkedIn request, so we log in to find out who sent us a connection request. Then all of a sudden, we say, “Oops! Where did my day go?”In today’s hyper-connected world, our digital distractions can provide the perfect excuse for procrastination. But the things we really need to be doing won’t disappear, and putting them off just causes us more to feel more stress and a lack of accomplishment. A task is either too easy or too challenging. The problem with a task being too easy is that we quickly get bored, so we find little motivation in it, and there is little to hold our attention to the task at hand. To keep yourself engaged with tedious tasks, use frequent mini-rewards to keep your focus from one small chunk of time to the next, such as every 30 minutes. Now, don’t do anything big; the reward can be as simple as eating a snack, getting up for a cup of coffee or a soda or taking a brief walk.If the task is difficult, we seem to procrastinate even more. The reasons we do this vary greatly. Maybe we simply lack the confidence — we’re nervous or even scared. So we keep putting a task off, finding anything to keep us busy other than the task that needs to be completed. Finally, because time is normally running out, we force ourselves to do it. And because we are now short on time, we normally do not achieve the level of success that we would have or could have. We lack motivation. Finally, too often procrastinators say, “I lack motivation.” The word “motivation” is a vague term that lacks action. We need to think of what our motive is. In other words, what is your reason for doing a task? Every task we complete should play an important role in accomplishing our ultimate goals. If you have no good short-term or long-term reason for accomplishing a task, eliminate it from your to-do list. Tips for Overcoming Procrastination With today’s world competing for our attention, it’s more important than ever to prioritize where and how we spend our time. This is true whether you’re a financial advisor or a sales leader. We must understand that self-deception is the handmaiden of procrastination. When we don’t feel like completing a task now, we will often deceive ourselves — or try to — by saying, “I’ll feel more like doing this tomorrow.” Or maybe we just won’t remove distractions that we know undermine our work. Too often, we tell ourselves little white lies as we wait to become inspired and take action. However, deep down, we know these are just excuses. To end the self-sabotaging act of procrastination, it’s essential to stop all these self-deceptions. How can you do this? Let’s look at a few simple tips for fighting off procrastination to become more productive. Simply get started. This is the most effective solution. If your action plans call for you to do a task, don’t think about; just start doing it. Put a sign on your desk that reads, “Am I procrastinating?” The quicker you recognize it, the faster you can move on to the task at hand. A task begun is a task half done. Don’t think too far ahead — take baby steps. Research indicates that establishing a low threshold to task engagement will fuel your motivation and change your perception of the task. Quickly you will discover that it was not as bad as you thought. Recognize and acknowledge your delay tactic, and move on. Look carefully at your progress on your daily task sheet. Are you choosing what you like to do over what you don’t? If so, recognize and acknowledge it. Don’t get upset with yourself; just acknowledge it and move on. You may want to say to yourself, “Time to move on.” This catch phrase simply allows you to acknowledge that you are procrastinating, and you are getting back on track. Set deadlines. Deadlines allow you to have enough time to accomplish your task thoroughly. They let you know when you need to have it completed, which will tell you when you need to start it. That will enable you to be more productive and focused. Evaluate these difficult tasks, and break them down into a step-by-step routine or process. Also, break your day up by adding a couple of easy tasks as relief from the more difficult work. These are deadlines that you impose on yourself, so don’t freak out — it is a commitment to yourself. Decide when you will begin the task and when you will have it completed. And when it is time to start, start! Don’t think about it. Dig in and begin. Having self-accountability is great; however, if you don’t feel like you can hold yourself accountable, then get someone else to establish deadlines for you and check in with you to see how you’re progressing. This is a common challenge for advisors, especially those who are just starting out. If you’re an advisor, then get your manager or a mentor to work with you. If you’re a sales leader, ask another manager or colleague to hold you accountable. And you can do the same for him or her. By promising to complete certain tasks by a certain day or time, you will begin to form the habit of delivering on commitments. Know how long each task takes. We must become aware of exactly how long each specific task takes to complete, rather than just guessing. Take control of your time. To do this, you must learn what really takes 15 minutes, what takes 30 minutes and what takes an hour. By improving your estimate of how long a task will take, you can get better control of your time and achieve a sense of accomplishment by checking each task off your list. Know what you do while you’re procrastinating. We all have our special distractions to fill in the time. To overcome these, we must first identify what they are. What distracts you? Are you filling your time meant for other things by browsing social media or getting lost in the maze of the Internet? These digital distractions are powerful temptations. We all find it too easy to click on a social media icon when a task is too boring, difficult or uncomfortable to do. Begin to make notes about exactly where your time goes. This will enable you to consciously build your resistance to these distractors. Create a detailed daily action plan — a list of tasks you will accomplish each day. Assign specific time periods during the day for each task — for example, calling people to set appointments from 8:30 to 10:30, following up with people from 10:30 to 11:15 and taking an online course from 4 to 5:30. Reasons We Want to Complete Important Tasks Wouldn’t you agree that there are only two basic reasons for doing anything? We take an action because it is inherently pleasurable. In this case, we most likely won’t need any other motivation. We want a positive outcome that will result from completing a task. This could be short- or longterm in nature. A simple example might be to obtain enough referrals and networking leads each week. A short-term benefit is that you can avoid having to ever make cold calls again and thus spend less time on the phone and more time in front of potential clients. A long-term goal is to build a successful practice on client or network-based referrals, which will replenish itself based on its very nature. Those are both compelling reasons to get started on a task and complete it. If you are a sales leader, being in control of your time and digging in to complete even the most dreaded tasks will set a good example for your advisors. If you’re an advisor, learning how to conquer procrastination can help you build a more successful practice. Everyone can overcome procrastination. So don’t procrastinate! Start putting these tips to work today. Stop Procrastinating

Next Item Previous Item Go back to White Papers List When budgets get cut, training is sometimes one of the first casualties. And if training survives the cut, often it includes training for just the salespeople. But it’s just as important to train your sales leaders. Because of cost restrictions, very few organizations have created management development programs. That means most companies do not have a formal plan for how to train and lead others. Sales leaders have been neglected for decades because most companies invest in training their sales force, but few have formal training and development programs for their sales leaders. Most Sales Leaders Receive Little Formal Training The American Society of Training and Development (ASTD) conducted a study that revealed some somewhat surprising facts: Only 11 percent of companies have a formal plan to train their sales managers to a high extent. Another 22 percent of companies do not have a training program for their sales managers at all. And 66 percent train their salespeople on how to improve their selling skills at least once a year. If you want to build your sales steadily with sustainable momentum, invest more in training your sales leaders how to do their jobs. This is especially true if you have promoted a star producer into a management role. He or she probably received a lot of training in sales technique but is expected to move into management with no preparation for learning an entirely new skill set. How can a company expect to get great results from its field-management teams when little effort is made to train them in how to do their jobs? There is no DNA cell that delivers great leadership skills from one generation to another. No one is a naturally born leader. Leaders are developed and trained. The Skills Your Sales Leaders Need Managing a sales team requires a specific set of skills. Expecting sales leaders to do their jobs well without training can create frustration and burnout. Providing them with the appropriate training sets them, and your company, up for success. Seek out training that will help your sales leaders do the following well: Recruiting, interviewing and selecting producers who have great potential and fit the organization’s culture Recognizing each salesperson’s unique talents and optimizing them for the benefit and success of the individual, sales team and agency/firm Ensuring synergy among various ages, genders, cultures and selling styles on the sales team Coaching salespeople in prospecting, setting appointments, selling and closing Teaching veteran producers how to mentor junior producers Being a change agent who can lead the entire sales team in a direction the company or agency/firm needs to go Using the company’s resources wisely Keeping up-to-date on industry trends, regulatory changes and technology updates In Summary When you train your sales leader, it makes a positive impact on the entire sales team, not just that individual. Investing in training for your salespeople only is like watering half your garden. Consider Hoopis Performance Network for Management Training One effective resource for training new or experienced managers is HPN, an innovative virtual platform designed for financial leaders who are building a region, an agency or firm, a sales unit or a sales team. You can get access to hundreds of high-impact sessions for all levels of experience, divided into five distinct elements of success. These sessions are short and easily digestible, averaging less than 10 minutes. Your managers can access the video training anytime, anywhere, on their computers, smartphones or tablets. Train Sales Leaders, Not Just Sales Associates

Course Catalog Go Back to Main Catalog Page Activity Management 101 Activity Management 201 Activity Management 301 Activity Management 401 Activity Management 501 Additional Activity Management Videos Goal Setting 101 Goal Setting 201 Newest Activity Management Training Your Mind to Recall Activity Management Client Building 101 Client Building 201 Client Building 301 Client Building 401 Client Building of a Top Producer Newest Client Building Videos Overview of Granum's One Card System: The Science Understanding Granum's One Card System: The Art & Science Client Building Best Practices & Insights for Conducting Virtual Meetings How to Be Remote & Run a Successful Practice Tips for Working Remotely and Dealing with a Crisis Digital Practice Evolution of Thinking Around Fee-Based Planning Fee-Based Planning: Approaching How Much Your Advice is Worth Introducing Client Segmentation into Your Fee-Based Practice Introduction to Fee-Based Planning Leading Your Clients to a Better Relationship with Financial Planning Structuring Your Fee-Based Services for Better Client Engagement Fee-Based Planning Achieving Work/Life Balance Additional General Practice Management Videos Avoiding Common Financial & Operational Pitfalls Building a Balanced Practice Building a Multi-Million Dollar Practice Building a Practice in the Affluent Market 101 Building a Practice in the Affluent Market 201 Center of Influence Development 101 Center of Influence Development 201 Client Appreciation Creating Leverage through Your Staff & Team Developing Systems 101 Developing Systems 201: Client Segmentation Developing Systems 301 Differentiating Your Brand Goal Setting & Annual Business Planning 101 Goal Setting & Annual Business Planning 201 Hiring, Training & Developing Staff Leveraging Technology for Business Development Newest Practice Management Videos P&L Analysis to Guide Business Decisions The 7 Deadly Sins of Clientbuilding: David Shectman The Art of High Performance: Jim Ruta The Turnkey Office System Featuring Andrea Bullard Time Management 101 Time Management 201 General Log in now to view this course Perspectives: Practice Management Creating Leverage through Your Staff & Team Effectively Leading Your Organization Through Change Management Know Your People: Coaching Strategies Around Your Team & Staff Marketing Staff Development: Client Appreciation Marketing Staff Development: Leveraging Technology Marketing Staff Development: Marketing to the Affluent Marketing Staff Development: Telephoning Maximizing Your Practice Through Staff Development Staff Development 101: Hiring, Training & Developing Staff Staff Development 201 Staff Development 301 The Turnkey Office System: Andrea Bullard Staff Development Growing Your Practice through Joint Work Managing Sales Teams Newest Team Selling Videos Team Selling 101 Team Selling 201 Team Selling 301 The Top 5 Components of Team Selling Team Selling Learning Paths (beta) Sales Skills Marketing Product Knowledge Practice Management Motivation Classroom Training Coaching Resources Menu Close Try It Free for 14 Days Get full access to the platform—risk-free. No credit card. No commitment. Just results. Start building your advisor bench today. Start Your FREE Trial

Next Item Previous Item Go back to White Papers List Introduction When the Coronavirus pandemic disrupted business as usual in 2020, many financial services leaders were left wondering how to recruit in a world where meeting candidates in person was suddenly impossible. Like many business owners, they had a choice of either adapting to this new environment or waiting it out and hoping for the best. Most realized early on that adapting was the only real solution. And after several months of working in a virtual world, many have also realized that virtual recruiting provides unexpected benefits. Even if the pandemic had not occurred, the move to virtual learning was probably inevitable. In one 2019 survey, more than half of the Gen Z and Millennial participants surveyed said they would not consider a job at a company where they felt the application process was outdated. They value personal connections but expect organizations to leverage technology. To them, an outdated application process is a sign that they can expect outdated systems and support if they join the organization. The good news is that college-aged Gen Z participants in that same survey were twice as likely as Gen X and Millennials to consider a career in sales. Strong, interested candidates are out there, but how you recruit them matters. To see how leaders in financial services are faring in this new environment, we spoke with 12 experienced agency and firm leaders from nine different companies. Some of these leaders had been recruiting virtually for some time, while others made the switch with the onset of the pandemic. All have proven track records recruiting and retaining top performers. This white paper explores the challenges these leaders faced and the opportunities they discovered as they adjusted to a 100 percent virtual environment, as well as the strategies they are using to survive and thrive during this turbulent time. Key Takeaways for Leaders Be well-versed in using videoconference software, and learn to use features such as screen sharing, breakout rooms and the whiteboard. Now is the time to strengthen relationships with your centers of influence. Let them know you care about them personally and professionally. Schedule weekly or biweekly virtual career seminars and use your centers of influence and agents or advisors to drive attendance. Stick to your selection standards. Many people might be looking for work right now, but not all of them are a good fit for the profession or your firm. Hone your listening, observation and questioning skills for conducting virtual interviews, and use other steps in the process to provide a complete picture of candidates’ ability to perform and fit with your culture. Virtual Platforms Leaders who participated in our research use a variety of videoconferencing tools, including Zoom, Microsoft Teams, Google Meets, Adobe Connect and Skype for Business. Using videoconferencing software to conduct meetings with candidates creates a more personal connection than a phone call and allows leaders to assess candidates they can’t meet in person. Listening, questioning and observing become more important when on a videoconference because some of the nuances you might notice in person can be lost. Still, nearly every leader in our research said they can get a good sense of a candidate’s fit with the profession and with their culture through videoconferencing. One leader leverages the platform as an added step in his selection process. He notes, “I can tell if someone got onto a call early and paid attention to lighting, the camera angle, things like that. All of those things are indicators to me of the caliber of the candidate.” Because so many people are familiar with videoconferencing now, your recruiting and selection team must be well versed in using the platform. This is particularly true with Gen Z and Millennial recruits, who are looking for tech-savvy organizations. Several of the leaders we spoke with use platform features such as the whiteboard and breakout rooms. One leader uses the whiteboard exclusively with no PowerPoint presentation. He feels this creates a more engaging and interactive presentation than “death by PowerPoint.” Another leader purchased stand-up desks for his team, so they project more energy as they interact with recruits than if they were sitting. Many leaders have also started using virtual backgrounds. This can project a more professional image and conceals any clutter that you might not realize is behind you while on screen. Many virtual backgrounds are available for free online, and several companies have also created virtual backgrounds that feature their company logos. As prevalent as videoconferencing technology is, though, leaders warn that you shouldn’t make assumptions. It’s still a good idea to check with candidates ahead of time and thoroughly explain the virtual recruiting process. Recruiting Candidates Virtually Many leaders in our research were already using social media to source candidates before the 2020 pandemic. For most, however, the process following that initial virtual contact was often in person. Today, that has changed — the entire process, from sourcing through selection, is virtual. One leader noted, “I’m bringing people on board that I have never actually met in person and may not meet for some time.” Referrals Whether virtual or in-person, referrals from financial professionals and centers of influence remain the leading source of candidates. Obtaining these referrals is not significantly different in a virtual process. Actually, it might be easier during this time when many people are working from home and are easier to reach. It’s especially important to keep your centers of influence engaged right now. Some leaders have started holding weekly virtual meetings with their centers of influence to teach them about their culture and the type of candidate most likely to succeed. Leaders also suggest giving centers of influence talking points about the virtual recruiting process. As always, be sure to keep them informed on the progress of their referrals. Don’t forget that your centers of influence might be experiencing hardships during these difficult times; their businesses might be closed, or they might be struggling with health issues within their families. Now is the time to show that you care about them, both personally and professionally. Whether you are meeting in person or through a videoconference, the Golden Rule applies — give help before you ask for help. One leader offers a word of caution: adhere to your hiring standards. Many people have been displaced from their jobs during the pandemic. And as much as you and your centers of influence would like to help them, you must stick to your selection standards. Finding people who are the right fit for the profession and your culture is just as important as ever. Social Media LinkedIn is still the most-used social site for making connections. The ability to connect with people through groups and mutual connections allows recruiters to make warm-source introductions that are more likely to result in a hire. Many leaders are also using Facebook, Instagram and other social media sites to attract candidates to their agencies’ and firms’ cultures. As one field leader noted, “Everyone is at home right now, and they are all on social media.” As with centers of influence, remember that, with candidates, it’s better to give than to receive. Leaders in the research stressed the importance of posting content that provides value on social media sites, not just asking for referrals and introductions or posting job openings. Use these sites to introduce people to your values and culture and to demonstrate thought leadership in your areas of expertise. Career Seminars Many leaders in our research indicated they are holding weekly or biweekly virtual career seminars to introduce candidates to the profession. They post the events on social media and provide talking points to their financial professionals and centers of influence to help draw candidates to the event. During these virtual seminars, leaders talk about the benefits of the profession and share their personal stories. Many speak of the changes taking place in the industry and the opportunities that come with change, such as the need to grow the profession because of an aging field force and the need for more women and more ethnic diversity in the profession. They talk about the opportunities available and discuss why this is an excellent time to come into the profession. And they explain how they will help candidates build and grow their businesses. Most leaders recommend that virtual meetings last no longer than 30 minutes and be as interactive as possible to keep candidates engaged. The only challenge leaders identified for these events is that much of the collateral they would normally hand out in an in-person meeting is not designed for a virtual event. Some scan and send material via email or post it to be downloaded; others have redesigned recruiting materials for their virtual process. One field leader also noted, “We ask for feedback at every event—even our career seminars. It’s how we continue to improve and attract new people.” Job Boards and Career Fairs With so much consolidation in the industry, along with the disruption in business due to the pandemic, some field leaders and recruiters have started using targeted job boards such as wallstjobs.com or reaching out to wholesalers to connect with financial professionals who are actively seeking new careers. Virtual career fairs are becoming more and more common as well. As colleges and universities adjust to the new virtual environment, they have begun hosting virtual career fairs for their students and alumni. Where that isn’t happening, some leaders have reached out to colleges and offered to host virtual job fairs for them. Job sites such as flexjobs.com and indeed.com also regularly host job fairs. Other sites, such as jobfairsin. com, post listings of virtual job fairs throughout the United States. Selecting Candidates Virtually Selection processes differ across organizations, but all use some combination of the same elements: virtual interviews, job-sampling activities, behavioral assessments and a candidate review process. Virtual Interviews Agencies and firms are using a combination of one-on-one and group videoconferencing interviews during their selection process. Some prefer virtual interviews because they feel candidates are more relaxed when they are in their own environment, and leaders can get a glimpse of the real person. Another advantage of the videoconference is the option to record it. When this is an approved option, leaders and recruiters can focus on the conversation with candidates without having to take notes. And they can go back and review the video to capture details or identify items they want to follow up on after the meeting. Most leaders haven’t changed their questions in the virtual interview process. However, they are paying more attention to body language and asking more follow-up questions to be sure they are getting a good feel for a candidate’s willingness and ability to do the job. They are also spending more time digging into candidates’ reasons for joining the profession. Leaders who are experienced with virtual interviewing recommend taking advantage of videoconferencing features such as breakout rooms. For example, one team starts with a large-group meeting for all candidates and then separates them into smaller groups using breakout rooms, where candidates can have more in-depth conversations with different managers. Pre-Recorded Interviews Some agencies and firms are experimenting with prerecorded video interviews as an initial screening tool. This is especially useful in college recruiting because recruiters can reach out to more schools and more candidates than they can by on-campus, inperson recruiting. Candidates are asked to submit prerecorded videos answering questions supplied by the recruiter. It’s helpful to provide candidates with a tip sheet on how to prepare for this type of interview. Candidates are usually more relaxed because they can prepare and record their answers at a time that’s best for them. And recruiters save time because they can review the videos on their own time as well. There are talent acquisition companies, such as yello. co, that specialize in automated recruiting systems and offer comprehensive services for prerecorded videos. For a less expensive and simpler option, you can simply ask candidates to create a video and send it to you or post it on a secure site. Job-Sampling Activities Leaders are continuing to require candidates to complete fact finders and market surveys and to present business plans. The only drawback to doing these activities virtually is that often, the materials they use were not designed for a virtual process. This has been a minor inconvenience, though, and leaders have quickly adapted. Just as before, leaders are using job-sampling activities to determine if candidates have a market and if they are willing to prospect. The leaders we spoke with also stressed that, in today’s environment, it is more important than ever to see if candidates can overcome challenges. Several leaders require candidates to submit a written business plan. Some have candidates present their plans virtually; others have candidates email the plans to the leadership team. The main purpose of the plan is to help recruits get off to a fast start. Leaders also use these plans as an assessment tool. They look at the quality and effort that went into the plan as an indicator of the candidate’s work ethic and desire to succeed. Behavioral Assessments Many leaders were already using behavioral assessments in their selection processes; others have added them since the pandemic. One leader noted the importance of these assessments right now: “Since I’m not meeting with people in person, I’m depending on these tests to fill in the gaps. If they don’t pass the test, they’re out. No exceptions.” Among the behaviors leaders look for are emotional intelligence, social intelligence, conversation skills and high energy. Candidate Review Process Recruiting teams typically meet weekly to review the past week’s candidates and prepare for the next week’s interviews. As part of the preparation process, one team discusses how they can customize presentations for individual candidates. Because the meeting is virtual, this more personalized approach is much easier to do. Virtual Challenges Virtual recruiting is not without its challenges. Several leaders noted that testing centers have been closed during the pandemic, which is preventing recruits from getting licensed. And, while it may be easier to connect with people when they are at home rather than in the office, that’s possible only if you have their personal contact information. Some candidates, particularly experienced professionals, are reluctant to commit without meeting the leadership team in person and seeing the office space. As locations begin to loosen shut-down requirements, some leaders are allowing high-potential candidates to visit the office, even when selected candidates will be working from home. The greatest challenge for some leaders has been launching recruits. There appear to be two schools of thought within the financial services community. Some leaders feel it is unfair to launch recruits at a time when building their client base is going to be difficult, especially when their onboarding and training will also be virtual. “This is a significant obstacle for new people,” one leader noted, “and it’s unfair to bring them on at this time.” Some leaders have put their internship programs on hold for the same reason. These leaders are focusing their energies on experienced financial professionals. They believe experienced people will get through the pandemic successfully because they already have a client base and are established in the business. Other leaders feel this is the perfect time to bring on inexperienced people. “This is not the new normal for inexperienced recruits,” a leader who is actively recruiting new people said. “It’s simply their normal. They don’t know a different way. To them, it’s just how we do business. I don’t get the same resistance as I do with some of the experienced folks.” Whichever “camp” leaders fall into, all agree that virtual recruiting is not going away. It might never replace inperson recruiting, but it will play an important role in the process moving forward. Virtual Learning Is Here to Stay Many of the leaders we spoke with talked about the benefits of working virtually — for themselves, their agents and advisors, their staff members and their clients. More than one leader remarked, “I’m never going back to doing everything in person.” Several leaders mentioned that they are more efficient and getting more done using a virtual approach. They’re saving time by not driving to different locations and can fit more calls into each day. One leader said he has shaved five days from his recruiting cycle time by doing everything virtually. Even though they are busier than ever, several leaders also mentioned having a better work–life balance with the move to virtual because it provides more flexibility in their scheduling. However, one leader did point out the challenges many female recruits are facing. With schools and daycare centers closed, many parents — women in particular — are trying to manage increased demands on their home and work lives. “It’s important to be sensitive to those challenges,” the leader said, “and let recruits know you will support them through the process.” Leaders in our survey shared two important pieces of advice for virtual recruiting. The first is to have a process and follow it. Each step in the process becomes even more important when you aren’t meeting with people in person. The second is to embrace this new approach. Don’t be afraid of the technology, and don’t wait for things to go back to normal. This is the new normal. When the Coronavirus pandemic occurred in 2020, some of the leaders we spoke with had already been recruiting virtually for years, some jumped right into virtual recruiting and others were a bit slower to accept it. But almost everyone agrees that the change has created unexpected opportunities for increased efficiency, productivity and growth. Virtual Accountability

Next Item Previous Item Go back to White Papers List Introduction With more and more agencies and firms working virtually, many leaders are bringing new financial services professionals on board whom they have never met in person. Given the significant relationship-building focus of the profession, some leaders are asking if it’s possible to successfully launch new agents and advisors in a virtual world. The answer from many of the experienced leaders we spoke with is a resounding, “Yes!” Bringing new people on board in a remote environment is not without its challenges, however. Developing a sense of camaraderie and belonging may be difficult for new financial services professionals who cannot meet the rest of the team in person and building a client-base virtually can feel more than a little daunting. The onboarding process you use can make all the difference to the success of your new agents and advisors. A study by the Society for Human Resource Management (SHRM) found that people who have a positive onboarding experience are 69% more likely to stay with a company longer than those who do not. To see how leaders in financial services have adapted their onboarding processes for a remote field force, we spoke with 15 experienced agency and firm leaders from 10 different companies. Some of these leaders have been leading remote teams for several years, others adapted their processes with the onset of the 2020 pandemic. All have proven track records for launching, developing, and retaining top performers. Leaders in our study have implemented a structured approach to onboarding focused on three key areas: Training and developing new financial services professionals. Providing business support. Creating connections with the culture and the team. Key Take-Aways for Leaders Develop a structured process for onboarding new agents and advisors virtually. Include training in remote-work tools and skills in your development programs. Leverage virtual platforms to create opportunities for new financial services professionals to learn from senior professionals they wouldn’t normally have an opportunity to meet. Check-in with new financial services professionals frequently. Discuss remote-work policies, security procedures, and expectations (regarding availability and meeting attendance, for example) with new financial services professionals. Create opportunities to connect new financial services professionals with the rest of the team professionally and socially. Training and Developing New Financial Services Professionals Training and development programs have not changed significantly in the virtual environment. What financial professionals need to know remains the same; how they are learning it has changed. Field leaders and training facilitators are taking full advantage of their virtual platforms to keep new financial services professionals engaged in the learning process. For example, they use: Break-out rooms for trainees to practice scripts and role-play in small groups. The chat function to gather questions and then adjust presentations on-the-fly to answer the questions during the training session. Polls to generate discussion and quiz trainees on different topics during training sessions. One skill that has been added to many training programs is teaching new agents and advisors how to run virtual client meetings. Trainees learn how to use the virtual platform, how to present illustrations, and how to keep clients engaged during the meeting. It’s important to keep track of individual participation during virtual training sessions so you can check in with people who aren’t participating. Some facilitators keep a list of participants in front of them and place a checkmark by a person’s name each time he or she participates. That way the facilitator can draw out people who are not participating or check in with them after class to address any concerns. Peer-Accountability Groups and Study Groups Peer-accountability groups such as client-builder and sales-builder programs are still an important part of the development process. In addition to keeping new financial services professionals focused on revenue generating activities, these peer-to-peer learning opportunities create a strong sense of camaraderie and support. Some leaders have set up study groups using prerecorded presentations or guest speakers. Teams listen to the presentation as a group and then discuss what they learned and how they plan to implement their ideas. Leaders are also taking advantage of self-directed training programs where trainees learn on their own time—by reading articles or watching videos, for example—and then meet virtually to discuss what they’ve learned. These collaborative-learning programs teach more than business skills. The peer-to-peer learning that occurs through study groups, client-builder, and sales-builder programs has been shown to develop higher-level thinking skills, stronger communication skills, better self-management, and leadership skills. Joint Work and Mentoring Many training and development programs include connecting new and experienced agents and advisors through joint work and mentoring programs. Some leaders hold weekly virtual seminars where experienced agents and advisors share their best practices with newer professionals. Others include virtual one-onone meetings between new and experienced financial services professionals as part of their development program. Working virtually has increased the effectiveness of many of these programs. One leader told us, “We used to fly new advisors around the country to meet with different senior advisors. Now it all happens virtually. It means the new advisor can learn from more people than ever before, and it is much more costeffective for us.” For many agencies and firms, joint work is flourishing in the new virtual environment. New financial services professionals have access to experienced agents and advisors from across the country, people whom they might never have had access to before. Some organizations have formal joint-work programs where joint-work teams are assigned; others let relationships develop organically. Some leaders have new agents and advisors work with several experienced financial services professionals to gain different perspectives on how to approach clients and run meetings. Whether the joint-work program is formal or informal, preparation and practice are vital. “You have to know when one person’s going to speak and when they’re going to pass the baton,” one experienced leader explains. “You don’t want to trip over each other during the meeting.” Successful joint-work teams spend time before client meetings reviewing the agenda and defining their roles during the meeting, including who will speak when, who will collect presentation materials and put them in the correct order for the meeting, and who will manage the virtual presentation. One leader in our study decided to become an expert on running Zoom meetings. “I’m their co-pilot during client meetings,” she says. “They don’t have to worry about the technology.” Over time, agents in her organization have developed skills in virtual presenting, but she is always available to help when needed. The debrief after a virtual meeting is as important as the preparation before. New financial services professionals review what they have learned and discuss how to improve future meetings. This is also the time to identify follow-up roles and responsibilities. Leading Remote Teams While not the topic of this study, it’s important to note that leaders should also develop skills to lead in a virtual environment. Listening and observation skills become even more important when leading remote teams. Maintaining high energy and a positive attitude is vital for keeping people engaged during difficult times. As one leader told us, “You need to always be on. People are looking to you to see how they should react to these changes.” Flexjobs.com, a site focused on remote work, identifies the following leadership skills required for managing remote teams: Developing and maintaining trust. Facilitating virtual meetings. Tracking progress and managing accountability. Communicating via email. Maintaining work-life balance (for yourself and your team). Providing Business Support The business support that organizations provide new financial services professionals plays a major role in their long-term success. Joint-work and mentoring programs are part of that support, but leaders have also adapted other processes to support new agents and advisors in a virtual environment. They schedule virtual group call-a-thons and virtual client seminars to help new financial services professionals develop prospects, for example. Business-Building Support Some organizations hold activity-based contests and team new financial services professionals with experienced agents and advisors. Leaders team new agents and advisors with experienced professionals from different parts of the country to allow them to work with people they wouldn’t normally get a chance to meet. One large firm has implemented a business building contest that also helps new financial services professionals gain a passion for the business. The contest is based on the theme of “people helping people.” The goal is to insure 40 lives in the first six months and 100 lives in the first 12 months. The face value of the contract doesn’t matter. The contest is focused entirely on helping people get the insurance they need. This contest helps to launch new financial services professionals successfully and instills in them a passion for the work they do. Leaders in this firm have found that new financial services professionals who attain these two goals in their first year have higher retention rates than those who do not. Expectations and Accountability Clear expectations and regular feedback are still the foundation of successful onboarding. And, in the virtual environment, leaders have significantly increased the frequency of their communications with new agents and advisors. These include daily huddles and weekly meetings with the entire team as well as weekly group calls with new financial services professionals and weekly, sometimes daily, individual calls. In one organization in our study, new financial services professionals participate in weekly meetings with their sales manager and another meeting with the firm leader. Another organization assigns senior advisors as mentors. New advisors have individual weekly meetings with their mentor, participate in weekly team meetings, and meet individually with leaders on the professional development team twice a week. Many experienced leaders document expectations for their new financial services professionals. One experienced multi-line leader we spoke with provides her new agents with an operations manual that clearly defines their role, the sales process, and performance expectations. Another leader has defined expectations for each week of the first four months of the career. He sends weekly emails that identify the training and activity expectations for that week. The leader then uses these emails in his coaching sessions with new financial services professionals. Virtual coaching conversations with new financial services professionals haven’t changed, but many leaders say they are paying more attention to body language and listening carefully for warning signs that a new agent or advisor is heading off track and may need extra support. And, of course, leaders continue to work with new financial services professionals to develop their business and marketing plans, now with a focus on how they will grow the business through virtual interactions. The virtual environment also allows leaders to establish review committees comprised of experienced agents and advisors from across the country. So, once again, new financial services professionals are connecting with and getting advice from people they might not have had an opportunity to meet in the past. Remote Work Tools and Resources An important part of the onboarding process is providing new financial services professionals with the resources and tools they need to succeed. Many organizations have added training in using remote work tools such as Zoom, Adobe Connect, and Microsoft Teams to their onboarding programs. In addition to providing virtual platform training, leaders should also share their remote work policies, security procedures, and expectations (such as availability and meeting attendance, for example) with new financial services professionals. Creating Connections Developing business-building skills is only part of a successful onboarding process. For retention and long-term success, new financial services professionals must feel like part of the team and be engaged in agency or firm activities. In addition to arranging meetings between new and experienced financial services professionals, field leaders use several different strategies to get new agents and advisors involved with the team and the culture. Use Virtual and Social Media Platforms to Develop Camaraderie within the Team In one large firm, new financial services professionals meet the CEO, department heads, and the entire leadership team on their first day of orientation. This sends the message from day one that the leadership team is committed to their success. Leaders have increased the number of touchpoints with new financial services professionals. Regular and frequent check-ins help new team members feel connected to the rest of the team even though they aren’t meeting in person. Current team members can send emails, write notes, or call new team members to welcome them to the team. Some organizations create welcome videos. Many use Facebook, Twitter, LinkedIn, or Slack to welcome new team members and to keep them engaged in the culture. Some leaders send welcome packets to new team members’ homes. To create a sense of belonging, make sure the whole leadership team is checking-in with new agents and advisors regularly. And create opportunities for new and experienced financial services professionals to interact both professionally and socially. Many leaders include fun activities, such as trivia games, in their meetings to develop camaraderie within the team. Virtual happy hours have become a regular occurrence in many organizations, and some leaders have started hosting virtual coffee hours. It’s important for remote workers to feel included in team activities. Even simple gestures such as sending gift cards so remote participants in training classes can purchase lunch can make a big difference. Onboard in Groups to Create a Sense of Belonging Working remotely can lead to feeling isolated, especially for new team members who haven’t developed relationships with the rest of the team yet. In a 2019 Gallup poll, 21% of remote workers reported feelings of loneliness and isolation. Onboarding in groups can create an immediate sense of belonging for new financial services professionals. If you are unable to onboard in groups, consider inviting all people who started in the past 3 months to a group onboarding session. One leading firm emphasizes to new financial services professionals that the people they are meeting in their training programs are the classmates they will be going through the same experiences with for the next four years. Another leader at a successful multiline agency told us, “It creates a feeling of ‘We’re all in this together,’ among the team. New agents started reaching out to each other on their own to help and support each other.” The Challenges of Virtual Onboarding Despite the success leaders are having onboarding new financial services professionals, there are challenges. Testing sites in many states are closed or back-logged and new agents and advisors are unable to obtain their licenses. “There’s a timing issue between when advisors are studying for exams and when they can take exams,” one leader told us. “You have to factor that into the process.” People are also starting to feel what one leader labeled Zoom fatigue. “You need to keep it fresh all the time. It takes more time to prepare for meetings because you have to think of new ways to keep them fresh and engaging.” A few leaders confirmed that productivity is down. One leader noted that overall productivity was down 11%, with new advisor productivity down 45%. Another said they have one-half the number of applications compared to last year, but 90% of the revenue. “What that tells me is that established advisors are doing fine. They bring in the larger cases. Newer advisors are struggling.” Still, the leaders we spoke with in our research remain optimistic as they navigate this new virtual environment. Many are having record recruiting years and are excited about the quality of recruits they are bringing on board. They have adapted their onboarding processes to adjust to a virtual work environment and are making adjustments as they go. “Nothing is permanent,” one leader told us, “We try something and if it doesn’t work, we pivot and try something else.” Conclusion Whether it is virtual or in person, the fundamentals of a successful launch haven’t changed. New financial services professionals need development opportunities to gain the knowledge and skills required to build a business. They need support from agency and firm leaders, and they need to feel connected to a team that is providing a meaningful service to its clients. While almost everyone prefers working in person, most leaders agree that the new virtual work environment offers unexpected benefits. With no geographic boundaries, new financial services professionals can receive support, mentoring, and advice from their peers around the country, and they have more opportunities to expand their business and partner with new people. While most leaders are looking forward to conducting business in person once again, they have also realized that the benefits of remote work are too important to ignore. “There’s a new paradigm,” one leader told us. “People coming into the business today have opportunities they never had before.” Did You Know? 69% Employees who are more likely to stay with a company longer if they have a great onboarding experience. 74% Companies that expect some of their employees to continue remote work after the pandemic ends. 60-64% US workforce that regularly works from home as of May 2020 59% Employees who want to continue remote work after 2020 pandemic ends. 7% US workforce that regularly worked from home before March 2020. 54% Employees who are willing to quit their current job for one that allows them to work remotely. Zojceska, A. (2020, May 18). COVID-19 & Work From Home Stats: Is Remote Work Here to Stay? Virtual Onboarding

Next Item Previous Item Go back to White Papers List Let’s admit it — the financial services business can be tough. It requires selling products to individuals who really need them but who often are in denial about this fact. That’s why there are two parts to learning how to become a successful professional in the financial services industry: Acquire the education and knowledge to build a successful and ongoing practice while having the confidence to engage prospects and clients in healthy and honest discussions. Develop the sales skills needed to take clients through the process of discovery to recognize their needs and wants and then to take action. Although we might consider some individuals to be natural-born salespeople, the reality is that most of these skills are learned. So how do you learn those skills? Primarily through repetition and failure. Repetition is the mother of all learning; however, learning the necessary skills to be a successful financial services professional can be a very long and challenging process. Wouldn’t it be great if there were a shortcut to gaining those skills? There is! Many have found mentoring to be that shortcut. What a Mentor Is The word “mentor” comes from a Greek character named Mentor. When Odysseus left Ithaca to participate in the siege and capture of Troy, according to Homer’s Odyssey, he entrusted the care of his wife, Penelope, and his infant son, Telemachus, to his great friend, Mentor. In time, Mentor became the advisor and wise teacher of Telemachus as he set off to find his father. A mentor is defined as an influential senior and trusted counselor or teacher, a person who will help guide someone on his or her path toward achieving goals. Mentoring gives us a brain to pick, an ear to listen and, when needed, a push in the right direction. It’s all about transferring the necessary knowledge, skills and expertise that are essential for any organization or practice. Mentoring can be an effective approach to create, organize, capture and distribute knowledge and demonstrate acquired skills. It supports both short- and long-term growth opportunities for both new associates and veterans. Mentoring Shortens the Learning Curve One of the key benefits of mentoring is that it reduces the time required to obtain and successfully execute the required practice-building skills much faster than the old tried-and-failed methods. Mentoring facilitates rapid learning because knowledge transfer is achieved by providing direct access to a range of experts and peers who can share the required skills in an actual working environment. Because 80 percent of this type of learning (knowledge transfer) is informal, mentoring empowers skill acquisition in ways that most training programs can’t. It shortens the learning curve, enhances productivity and helps everyone align their efforts with a successful business strategy. In addition to streamlining the transfer of marketing and selling knowledge, mentoring can fuel succession planning to ensure that clients will continue to be taken care of and that promises are kept once an advisor retires. Supplement Mentoring with Other Training Most mentors will help develop the skill sets necessary for their mentees to become successful. But even the most knowledgeable and skilled mentor doesn’t know everything. Therefore, it is important to supplement the mentoring relationship with additional educational resources and training to ensure that the mentee becomes fully developed in all aspects of his or her role. Early on, a robust and engaging curriculum will need to be provided. In time, pursuing professional designations should be considered. There are many types of financial services practices, from those that focus on protection products such as life insurance, disability and long-term care to those that use the multiline platform to service consumers and help them protect their property to those that serve primarily the investment marketplace. Mentoring can benefit those in all types of agencies, firms and companies. But mentoring is not about the product you offer; rather, it’s a strategy for improving the level of service, sales ability and skill in understanding clients and their situations. Mentoring Tips Based on Best Practices Here are some mentoring best practices: Mentees: Choose your mentor carefully. If having a mentor seems like a good strategic move, then pick someone with a practice you aspire to have. The mentor should be someone you can trust and feel comfortable sharing your beliefs and shortcomings with. Mentors: Be prepared before agreeing to mentor someone. Understand the level of commitment and what would be expected of you. Make sure you have the time, energy, and patience to start a mentoring relationship. Try it out on a trial basis. Many mentorships can be long term, but you could always try the arrangement out on a trial basis. This way, if either the mentor or mentee is uncomfortable or does not see the pairing as a good fit, bad feelings are less likely to exist if the relationship doesn’t continue. Specify both parties’ objectives. In any relationship, an up-front mutual understanding of what will be expected of both parties is very important. Don’t just verbalize these mutual agreements; put them in writing, and have a third party review them for additional input. And be specific. Clarity is essential before starting a mentorship. Clarify specific areas the mentorship will cover, including these details: 1) What both the mentee and mentor want out of the relationship. 2) A general structure for the meetings and conversations. 3) How the mentor and mentee will handle takeaway tasks/next steps/ action items. 4) How often the parties will communicate; the ideal times and days for these communications; and how and where this communication will be accomplished, such as in person, by phone or via video conferencing. 5) A confidentiality agreement. 6) Agreement about how to handle any splits in compensation and production credit. 7) How and when this mutual agreement can be modified or even be canceled Listen and learn. In successful mentorships, both parties will enjoy the benefit of learning, and they will listen to one another. Mentors must be willing to let the mentees speak freely and state whatever is on their minds, whether it is a question or a concern. There must be an open two-way dialogue. Mentors who only talk at their mentees will offer very little value. Be willing to share. The bottom line in a mentoring relationship is about sharing. If either party is not willing to share, then the true benefits of mentoring will be lost. By sharing their career experiences — both the good and the bad, as well as their techniques — mentors will help their mentees gain critical experience and avoid some of the pitfalls that many face. Mentees must be just as open and honest in return. Consider a mentoring relationship with someone outside your company or firm. Not all mentor– mentee relationships are formed with individuals who work for the same agency, firm or company. Sometimes it’s beneficial to see the perspective of someone who works in a different organization. But working with someone inside the same organization can offer additional benefits such as job security and the potential to become a partner or a successor one day. Work to derive mutual benefit. The relationship must offer both parties benefits. Ideally, the two will learn to work smarter and not necessarily harder. As the relationship progresses, it must become more efficient and more flexible. Mentees must understand that they have the primary responsibility for their career success — it is not the mentor’s responsibility. However, the more engaging a mentor is or can become, the easier the transfer of knowledge will be for both. Mentors and mentees: Be open to new ideas. Mentees can gain so much more than just knowledge and habits. A good mentor can have a huge impact on a mentee’s life path. But openness is not just something the mentor needs to have. Reverse mentoring is the process through which the mentee teaches the “old dog” new tricks. For example, a newer advisor could teach a veteran advisor how to navigate social media or how to use and benefit from new software programs and apps. Mentors who are open to listening and evolving their practices can learn valuable strategies from their younger colleagues. If you have not been engaged in using the mentoring concept, maybe the time has come to do so. We all seek increased productivity and the ability to break into new markets more efficiently and in less time. Mentoring may be the answer. Use Hoopis Performance network Videos in Your Advisor Training Consider using our virtual training videos in your company, agency or firm on mentoring relationship series for both financial professionals and the leadership teams. HPN brings you winning training for sales associates, and sales leaders. They can access training and information on their smartphones and tablets when they have spare time, learn at their own pace and customize their curriculum based on what interests them the most. Mentoring Opportunities and Benefits

HPN has developed a strategic partnership with rekroot, the authority on providing recruiting and selection resources to financial services organizations. Helping Financial Services Organizations Find, Attract and Select Top Talent Coaching & Consulting Contract Recruiting Live Recruiting / Selection Workshops Our evaluative and catered approach to recruiting ideal candidates is key to growing your financial team. As your consultant we will work with you on improving your recruiting and selection methods within the financial services industry. This is our evaluative and catered approach to recruiting ideal candidates to join your financial team. Rekroot meets with you to observe your company culture, learn your current selection strategies, set goals based on our new generational recruiting tactics. Our experienced coaches will coach your recruiting and/or management team twice per month with the purpose of maximizing your recruiting results. In our Coaching and Consulting program we pass along our invaluable skills and tools for selecting the best candidates to exceed your hiring criteria. Why rekrootTALENT? Rekroot is comprised of experienced recruiters. Let us source and pre- screen candidates for you. You will gain hours back on your calendar and only see interested and qualified candidates for your role. Whether you are interested in our subscription recruiting OR placement recruiting, we can help. Not all businesses have the bandwidth to source quality candidates. That’s why we are your reliable sourcing solution for long term, highly qualified hires. We learn your company’s hiring needs and candidate goals for the future. This saves you time and allows you to focus on doing what you do best while we work diligently to provide you with a full pipeline of applicants. Recruiting is hard. Don’t do it alone! We know how essential it is to make qualified hires in the financial services industry. This is why we offer the Firm Foundations Talent Acquisition Workshop. During this workshop you’ll be immersed into the world of recruiting by learning how to create an effective recruiting strategy from dynamic instructors. This two-day workshop is geared specifically toward hiring managers, recruiters, marketing professionals and those making hiring decisions within the financial services sector. No matter if you are new to hiring or are a seasoned veteran, you’re guaranteed to walk away with valuable insight and tools to apply to your sourcing, hiring, and selection process to build your financial team. Allow us to pave the way for your recruiting success! At HPN, we know talent. We also know hiring and retaining great talent is essential for achieving business success. HPN has developed a strategic partnership with rekroot, the authority on providing recruiting and selection resources to financial services organizations. Recruiting is hard and organizations should not do it alone. Many organizations partner with us to leverage our resources to help them find their ideal candidates, attract them to the organization and select the top performers using both art and science. Learn How We Can Help with Your Recruiting & Selection Needs Contact Us Today! Prescreen & Track Candidates in a customized recruiting Platform Posts Unlimited job postings on branded job boards & website Screen & Assess Candidates Do you need a more efficient way to attract, select and develop top performers? Recruit the best talent in the financial services industry! Simple, flexible tool designed to save you time, energy and money as you source, select and recruit top quality financial professionals. HPN TalentNest is a leading, turnkey recruiting solution developed exclusively for the financial services industry. We can also help you Improve retention and performance with your call centers by selecting the best suited candidates. Check out the video to learn how the assessment and simulation tools assess a candidate’s competencies and hard skills. Schedule a demo today to get information. Turnkey Recruiting Solution How HPN TalentNest Works: HPN TalentNest™ simplifies the talent acquisition process by making it easy to post jobs and screen in qualified candidates. With this talent acquisition and management system at your disposal, you can move candidates through a configurable recruiting process that works the way your team does. You will realize the benefits in tracking the success of your candidate sourcing strategies, and integrate assessments into your process. Start building your Nest today! 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Course Catalog Go Back to Main Catalog Page Connecting with the Power of Your Why Developing Conviction for the Business Developing Positive Energy Field-Tested Interview with George McGuire: Four-Part Series Life Happens: Real Life Stories Motivation Articles Newest Motivation Videos Overcoming Rejection & Adversity Peak Performance Psychology Perspectives: Motivation The Joe Jordan Series The Psychology of Motivation Training Your Mind to Recall Women in Financial Services All Motivation Courses Learning Paths (beta) Sales Skills Marketing Product Knowledge Practice Management Motivation Classroom Training Coaching Resources Menu Close Try It Free for 14 Days Get full access to the platform—risk-free. No credit card. No commitment. Just results. Start building your advisor bench today. Start Your FREE Trial