Tech Tuesday: Virtual Hiring Events are the ‘New Norm.’

As Covid-19 and the social distancing epidemic has entered a less severe stage, hiring is increasing, but the talent pool is still lagging.

A trend that has not changed is that virtual hiring events and career fairs continue to grow and establish themselves as the new norm as a hiring strategy for many organizations.

According to Handshake, a career networking platform aimed at college students, 80% of hiring will remain virtual for the foreseeable future. A Gartner poll of 334 human resource leaders recently found that 86% of organizations incorporate new virtual technology to interview candidates and onboard new hires. While virtual hiring existed before the pandemic, employers have seen COVID-19 as a means for accelerating virtual recruiting overall.

Despite the obvious advantages of pre-screening candidates from your desk, why are virtual hiring events so effective?

After powering more than 3,500 events, Premier Virtual has proven to its clients that virtual hiring events are much more efficient than in-person events.  Being able to connect with candidates in our virtual platform increases the intention and maximizes the use of everyone’s time.  Being able to communicate with multiple candidates simultaneously and invite the right prospects into a one-on-one video interview, accelerates the pre-screening process and increases the odds of finding the best candidate for the position.

Our mobile-friendly platform allows candidates to attend literally from anywhere in the world.  As more jobs offer remote access, hosting a virtual hiring event positions your organization as forward-thinking, and candidates appreciate the flexibility; in fact, offering flexibility has quickly become the number on ‘perk’ your company can offer.

The physical cost-reducing benefits are a big win for many companies.  The cost associated with venue or travel becomes $0, plus the reduction in travel time often increases productivity.

Job seekers that have had the experience of waiting in long lines to speak to an employer love the ability to avoid all lines in a virtual event. Now they simply register, log in, and go directly to the employer’s booth they are interested in.  On our platform, they can research the company, view all the job openings, and enter into a chat in a matter of seconds.  If the employer wants to know you better, they can invite you into a video interview right then and there! We’ve seen job offers made and accepted on the spot!

A recent event for Spokane Workforce, which is traditionally held in person, was moved to virtual instead.  The director Mandy obtained 81 organizations and 387 attendees for this event with almost perfect attendance. There were also 272 resume submissions. It’s why we like to say that ‘Hiring Happens Here’.  Achieving these results in an in-person event is nearly impossible to recreate right now, and with this kind of success, why would you?

As Mandy tells us, candidates could easily register, log in, and ‘move about’ the event freely with no concerns about their safety or social distancing.  They could engage with employers, learn more about the openings and quickly enter into chats or video interviews.  The employers were thrilled with the results, many of which attended a virtual hiring event for the first time.

The Premier Virtual platform includes a dedicated Success Team to ensure your event runs as smoothly as possible.  Your company is trained on the platform and best practices to host and market your event from day one.  Premier virtual also offers live training for employers attending and a complete training video library. It’s all there in case you need it, but the platform is so easy to use and intuitive it only takes a few minutes to become a pro.

The results that we’ve seen from powering this many job fairs prove there is no need to go back to in-person only.  Some of our clients offer hybrid events that offer in-person access and leave the virtual door open for everyone else who prefers the convenience and efficiency of attending online.

No matter the option, it’s clear that virtual hiring events and career fairs are the new norm, and if your company wants to remain competitive in the job market, you need to add this tool to your hiring strategy today.

For more information or to schedule a free demo, visit

The Benefits for Choosing Hybrid Hiring Events

The world is going hybrid. Are you ready? 

Premier Virtual is, and with its future-focused technology, its team plans to lead the charge. 

Talking in-person or virtual. Which one do you want to do? There’s no need to choose one when you can do both.

Why? Because the advantages outweigh the disadvantages. 

Future-focused technology company Premier Virtual supports the push for hybrid events, meaning, in-person events should also incorporate a virtual platform for the best of both worlds. 

Premier Virtual recently executed a case study to see how many people would show up for an in-person versus virtual hiring event at South Florida Tech Hub.  

There were less than 100 in-person attendees, but there were more than 500 virtual attendees. By offering both options, they were able to expand their candidate pool and employers were able to meet candidates in person and on the virtual platform.

The benefits don’t end there. Choosing a hybrid route when it comes to the hiring process prevents ATS systems from weeding out qualified candidates. 

A recent Harvard Business report revealed that ATS, which is an applicant tracking system, is responsible for blocking or disqualifying many qualified applicants. How? 

By ranking relevant keywords, skills, degrees, credentials, responsibilities, and other qualities that indicate to a hiring manager or recruiter that the applicant is qualified for the position. This becomes an issue because some applicants can get lost in the ample applications that are coming through the system. 

A hybrid option resolves these issues by allowing hiring managers to take matters into their own hands. They can meet candidates in what Premier Virtual calls a “virtual hiring room.” 

With the company’s technology, recruiters are able to schedule an ‘open-house on set days and times where candidates can meet and chat with recruiters.  If there is a fit, the recruiter can enter into a pre-screening interview, and then decide if the candidate should be scheduled for a more formal interview.

Given the circumstances of the past two years, we can no longer solely rely on in-person hiring career fairs and events. Virtual hiring is the future, and companies should start preparing for it. 

Choose Premier Virtual for Online Hiring Events

Premier Virtual fosters innovation and strives to provide solutions to complex virtual problems. Through building relationships based on integrity, trust, honesty, transparency, and teamwork, the tech-forward company always gets the job done.  If your company would like to host a virtual hiring event, contact Premier Virtual today.

Benefits of Virtual Career Days

Virtual career days and online job fairs have emerged as the most efficient and effective ways for employers to recruit. Mainly because job seekers who attend do not only learn more about your company, but they also have an opportunity to meet your hiring managers and interact during the event.

Scheduling a weekly Virtual Career Day is a great way for your company to open your doors and meet qualified candidates without the limitations of an in-person event.  It also gives you more flexibility, since you don’t have to schedule it around a job fair or hiring event.  By offering this access, both employed and unemployed job seekers have an opportunity to learn more about your company and meet your hiring managers.

A great strategy is to promote a weekly Virtual Career Day at a set time, say every Wednesday from 12-2 PM.  This is a great time since many people can log in during their lunch hour if they are currently employed but looking for a better opportunity.

One big difference to physical career fairs is the advantage of reaching the highly coveted, employed job seekers. These people are usually highly qualified experts still employed at another company but open for attractive job offers. They do not attend physical career fairs but will participate virtually or online to gather information through more anonymous ways.

The biggest advantage is being able to view the candidate’s resume, enter a live chat, and if your hiring manager feels there’s a good fit, move right into a pre-screening video interview.  Also, students and young professionals strongly prefer online channels to find a job.

To date, our platform has been leveraged mostly to host career fairs and hiring events with multiple employers.  That remains a great option for many employers who gain to benefit from the exposure.  However, those job seekers are also meeting with your potential competitors and applying for the same jobs at other companies.

By promoting a link to your Virtual Career Day along with your job listings on whatever job board you post them, you’ll be attracting talent directly to your organization for an opportunity to pre-screen them one-on-one.  Let’s face it, anyone can look good, or bad on a resume, and many times a recruiter or hiring manager may never see the resume of someone who could have been a good fit.

Virtual Career Days offer that unique opportunity to chat and meet the candidate, if even for a few brief minutes to see if there is a fit and move forward in the application process.  Hiring managers love the ability to choose who they want to enter a video interview with, and can often find a diamond in the rough, that could have been easily overlooked by basing a decision solely on a resume.

Jayson Waller, the CEO of SolarHOME has hired over 700 employees during the pandemic.  In a recent podcast interview, he mentioned a few pointers that have helped make their recruiting efforts so successful.

One is to hire based on character and ambition more than on skills and experience.  Save for a few positions like accounting and recruiting, the company is much more willing to hire a person that has the right attitude and desire to learn, than to hire an experienced installer, that has high demands and may come with bad habits from previous employers.

By offering a weekly Virtual Career Day, less qualified job seekers know they can meet with the hiring manager and ask questions that reduce the intimidation of sending an ‘unqualified’ resume for a job opening.  And as we already mentioned, the highly qualified job seeker is much more apt to attend virtually and initiate the job application process as well.

See how you can add a Virtual Career Day option to your job listings and make it easy for candidates to meet your recruiters without either person having to leave their desk.

Click here to schedule your free demo today.

Creating a Killer Corporate Culture and a Growth Mindset

Here is the transcript of the Tech Tuesday podcast from August 10th.  Lots of great value bombs from our host, Steve Edwards, and our panelists: (Please note: this was transcribed from the audio which is why you will find inconsistencies in grammar and punctuation).

STEVE: All right, welcome, and thank you. We’re thrilled to have everybody join us today. Tuesday is the scheduled video panel discussion that we turn into a podcast. We have some great panelists here today (to discuss corporate culture and a growth mindset). Sometimes staying on top is just harder than getting there. We’ve all seen companies go from startup success, but (how) often have they been able to sustain that or not get there? So we’re going to start with our panelists, introduce themselves.

My name is Steve Edwards.  I’m the CEO of Premier Virtual. We are a startup that is here in Delray Beach, Florida. But we’ve been around in business for 10 years as we switched over our business model two years ago to virtual. And here we are now in 2021  where virtual is the new norm. So let’s start with Kristin Gallup, she’s a marketing manager at  Johnson Controls and involved in women in HVAC.  Kristen, can you give us a quick little introduction of yourself?

KRISTEN: Sure. Steve, thanks for having me. I am an innovative marketing professional who helps our contractors grow their businesses. I have spent, gosh, the last 14 years in various marketing and operations roles with several Fortune 500 companies. So thanks for having me, Steve.

STEVE: All right. Thank you. Welcome. Next up, Barry is an entrepreneur for time author and corporate culture. Barry, can you give us a quick little intro?

BARRY: The quick intro started out as an educator, became a school principal, became a teacher at Santa Fe Community College, then at the University of Florida. And then I gave that all up to enter the business world. A long time ago, my partners and I built a very, very successful seventy-five million dollar company that we sold in nineteen seventy-eight. Since then what I do is, I do my best to inspire and empower others to reach their full potentials, whether they’re individuals or companies.

STEVE: All right, well, welcome. We have one more panel that will be joining, she’s not logged in yet, but I’ll join in. Joy McAdams is an entrepreneur, an Ironman, and an online influencer. So let’s get started. Let’s start with Kristen. But, you know, obviously, with all of the questions, I want the panelists to be able to be open and kind of talk about them as well. You know, Kristen what role does brand identity and corporate culture play in hiring decisions?

KRISTEN:  It plays a huge role, so it’s not just about the monetary job or the financial benefits of the company culture is it really has become a deciding factor for many candidates. Right. When you think about companies with strong brand identities and welcoming, corporate culture helps to attract and retain top talent. So candidates who are looking for companies that are progressive and they display understandings of the organization’s core values and their vision during the interview process are probably more likely to be long term employees.

So but I would say the biggest thing is your employee is your best friend and ambassador’s rank. They go all-in on the corporate culture and they extoll the virtues of the organization in all their encounters. So when you think about a corporation and its culture and how costly attrition can be, it’s really vital to have your organization’s company culture seen in a positive, healthy, and clearly communicated light as part of your hiring strategy.

BARRY: Yeah, and I would say I would jump in and I would say Kristen that everything you said is spot on. You know, when I think about it, when I see corporate culture, I look at it as a reflection of what the organization actually stands for. It’s sort of a voice for your business. And in today’s world, it isn’t just whether a candidate can come on board and do a job, it’s whether or not they fit in with that culture that’s been created and a strong, positive culture.

Certainly, as you were saying, you have a much greater chance of retention.

KRISTEN: And wouldn’t you say, Barry, that it’s a constant evolution like as you’re forming these cultures, it’s forever changing?

BARRY: I would hope so, because, you know, back in the day when my partners are building a business that was better than people would think about a five-year plan, a ten-year plan, and but that has changed dramatically. I think that that in today’s world, it’s all about change. Jack Welch once said a long time ago that whatever got you to where you are today, that’s not enough to keep you there. And so I agree with you.

And just like companies have to be agile and shift, I think that the culture also has to be agile and shift. I think that we’ve gone from the Industrial Revolution to now, which is all I think any corporate culture of positive corporate culture has to be about humanity. It has to have a strong why as to why those people want to work there, why they are working there, what they can do to contribute. So I’m one hundred percent agreement with you.

It’s always changing.

STEVE: You know, I think the same thing, you know, and I was actually another thing I want to talk about is work our culture and we kind of got to that a little early. But, you know, how do you think a company can build their brand and build their culture? Because we know so many organizations struggle with that. What do you think? Kind of throw it to you first, Barry. How do you think a company can create those two things?

BARRY: Well.

Let’s start with this and it starts with the top. OK, what’s the vision, the values of that person that has started this company? And then when you take it from there, it’s you know, and a leader in a company is either a man or a woman. And they have this incredible vision, but they also have the ability to articulate that vision so powerfully that everybody on the team gets the same vision, and so I think it’s strongly it’s about trust, it’s about humanity, it’s about communication, it’s about collaboration.

And it’s and it’s as Kristen said, it’s about being agile and being ready to change because things change as you go. But definitely, the corporate culture starts from the top.

STEVE: And how important do you think it is to be ranked in a top place to work for?

BARRY: I’ll jump in and tell you that companies that have been voted best places to work outperform people in their industries on an average of 20 plus percent. So, I mean, I’m one of these guys that loves all the good stuff, but I also like bottom-line stuff. And when we talk about a 20 percent increase in productivity and customer satisfaction in money that is returned to the stakeholders, not specifically just the shareholders. And oftentimes companies get I think they lose sight of who they should really be working with.

And for it’s about the stakeholders. It’s about all the employees that work with you. It’s about all of your customers. If you take care of all of those stakeholders, then you don’t even have to worry about the shareholders because the shareholders are going to get that return on their investment because you’re taking care of the stakeholders.

STEVE: And a lot of that taking care of the stakeholders takes care of the shareholders. I’m stealing that line, Barry, I love you, man. We talk about that a lot here. And, you know, when my business partner and I, when we built this organization and we went through back in twenty eighteen, we were a company that put on the in-person job fair. So we were doing that for nine years and we were very successful and we loved it.

But things were changing in the world. So we had to kind of look at something and we switched our business model from in-person to doing virtual events. And then we switched our business model again back in twenty nineteen instead of putting on events to license our software. So it was two big changes, but we went from a very small organization to now we have 30 on our team here and culture was very important to me right in the brand identity was out there and we’ve tried to build a culture and you talked about it from top-down.

It’s kind of our vision, my vision, Gary’s vision down to everybody that we hire in just in the interviewing process that we have. And we built the new office here in Delray, and the first thing I did is I ripped out the conference room and I put a gym in there. So we have a beautiful gym. So when people come in, if they want to work out, they can work out. Then we went in and we built a beautiful shower in there.

So now people want to come in early. They want to stay late. It’s just little things that we have. And I mentioned the thing about working for and you get a lot of these great emails out there about different things to be involved with. Well, Florida Trend magazine, we just got ranked as one of the top 100 places to work for. We were number 16 in Florida to work for, and that was very important to us because of the surveys that our team got ranked us where we’re at.

So we feel that as the recruiting, our brand identity and being able to have that culture fit is very important to just us individually. So I’m glad to hear kind of what Kristin and Joy, what you both said is kind of my mindset as well.

KRISTEN: So and Steve, when you think about how many hours you spend at your job, you spend in some instances more time on your job than you do with your family. And so that’s why it’s super important to have that positive culture.

STEVE: Absolutely. And, you know, take covid political-religious people to have different thoughts about everything out there. But when they come in here, they come in here to work. Right. And they come in here to have fun. And, you know, it’s one of these things that I look at it. And when I heard this the other day from the manager at my age and he’s like, you know, people in our community, they have different beliefs and they do not like each other.

But the one thing that they all have in common is that they want their houses to value to go up. And I kind of look at that. When he told me that, I said, you know, that’s kind of the same mindset at work, too, is you can have different beliefs and everything. But when our team comes in here, they have one goal in. Our number one goal is to make our clients happy. You know, Barry, you talk about stakeholders, and I believe as you make your clients happy, you never have to sell.

You know, and we do so much for our organizations that are our clients as well, because that’s such a key, key thing, like you talk to stakeholders and everything.

BARRY: So, Steve, I love to throw something in there. Look, I love what you’re doing for your employees. The fact that they have a gym that you put a shower in, that’s a great benefit. But I will tell you, those added little benefits, in the long run, that’s not what’s going to keep people there. It’s not going to be the ping pong tables, the foosball tables, the snack bar, the showers, the gyms.

It’s going to be how we treat the people that work with us. It’s going to be about what we accept in the workplace, because as leaders of companies, as managers, if you want to have a great company culture, people need to know what your values are. If you don’t ever state your values, you really are not telling them what the why is. Why are you doing things the way you do? Why do you believe the things that you’re doing?

Why should we do things this way? Why it matters what we do. Too often people hire a new employee and they tell them, here’s what your job is instead of telling them, here’s what your job is, here’s how you do your job. We’re going to help you if you have any challenges along the way. Here’s why. Doing your job right has a huge impact. I mean, look at your company. Thirty people, each person on your team.

The reason it’s one of the main reasons that what they do is or why is that they’re not just responsible for them. They’re responsible for the other twenty-nine people in their families that work with you. And then, of course, I think that in business. We always have to understand that no matter what, there’s we have to measure the execution of the plan. And Christian, I would love your feedback on this because I’ve always had a philosophy and my and my company, because I learned a lesson the really hard way, is that sometimes we have somebody on our team.

And I’m going to give you my example. We had somebody that was our number one salesperson in the United States. This person, unfortunately. Created a really nasty habit of abusing substances, and so this person would show up at work every day and they do a great job for four hours, then they would pass out and I would have this conversation with my partners that this doesn’t go along with our values. This doesn’t go along with who we say what we are.

My partner going, no, you can’t fire her. You can’t fire her. Well, we tried to get her help. We offered counseling. All that never worked out. Long story short, we let her go, even though she was our number one salesperson and our sales skyrocketed after she was gone. So it’s we have to understand that the people that we hire, 95 percent of our success are who those people and as leaders in creating a corporate culture, we have to make sure that we are living that culture, those values that we profess to have in our business because if we don’t, the employees see through it.

And if you look at the statistics, sixty-four percent of employees feel that their companies don’t have a good corporate culture. And when you don’t have a good corporate, good corporate culture, what is the bottom line to everybody else in the company? Well, basically, it’s about 30 for the cost of a disengaged employee is 30, 40 percent of their salary. So we’re having a culture where you take care of people, you promote the people, you value, the people.

You tell them what they need to do, how to do it, why they’re doing it, and measure what they do. You end up having a culture that survives and thrives. Rather, it’s all these things, not just those little perks of like a shower or a gym and all that. So I just share that with you. That’s my experience.

STEVE: You’re 100 percent right. I mean, it’s more than that. Those are little small things out there. But it’s, you know, getting the people together, getting people to respect each other as well. So there’s so much more than just the gym. You’re absolutely you’re 100 percent right, Joy. Welcome, Joy. But can you give a quick little 30-second intro to who Joy is?

JOY: Sure. And I was excited about the gym, but I thought that was awesome. That’s great that you guys do that because I think it shows that you care about, you know, the advancement and the growth of your employees. So, you know, there are so many great points here that Barry made as well. So anyway, not sure what happened when I was just trying to log on here, but I, I work in the field of medicine.

That’s my business. I help achieve a growth mindset for medical practices to help them grow, increase their patient volume and all that type of thing in tech is a big part of, you know, making giving them that patient satisfaction as well. I’m also an Ironman competitor, so really big on endurance and pushing your body and mind to continue to grow. So all of that wrapped together. I, I love stressing the growth mindset.

STEVE: So before we get anything else, just tell me, Joy, what’s it like to train for an ironman?

JOY: It’s it’s challenging. It’s challenging because it’s you against you and it’s really you against your mind. And so much of that has translated over to help me as I’ve grown physically, as I’ve grown mentally. It’s helped me professionally as well, because that same grit, determination, you know, pushing through the pain that we’ve all faced in building a business, you know, facing the struggles, especially that COVID threw our ways at all. You know, it all comes together if you can put that in yourself.  And nothing challenges you more than physical. You can’t you can’t escape that. You have to step up to the plate.

STEVE: I love that. Are you against your mind? You know, I say people every morning you have a choice. You wake up and you have a choice. Are you going to work hard or are you going to be lazy? And I think people have choices to be able to do that. So great to hear that. You know, Joy, quick question. How do you make it relevant to different generations in one workplace?

JOY: Being willing to be encouraged that that diversity and the curiosity and the different perspectives, I think like like we were saying, you know, the growth mindset has to come from the top. And if you have someone at the top that is set in their ways and is not open to this next generation and their ideas and their ways of doing things, there’s going to be an issue. I know it’s more than one word, but it’s I think just encouraging that that diversity and thinking and approaches

STEVE:  You talked a lot about workplace culture.  What do you think is the number one thing that an organization I’m going to ask all three of you, this is the number one thing an organization can do to create a great workplace culture.

BARRY: Probably just one thing, I’m going to go with psychological safety for the people that work there.

STEVE: OK, let’s dig into that a little bit. Tell the audience out there. What do you mean by that and how would they do that?

BARRY: People, I believe, want to be in a place where they’re not going to be bullied. They’re not going to be shut down, where they can trust the leaders, where the company’s values and the people that work there have integrity. And I may have I don’t know if I said it, but I’ll say it again. Honesty is key. Transparency, communication, collaboration. So when you have psychological safety, leaders in the company are making it a place, a safe place for the people that work with them to be able to speak.

Not just to the leaders, but to anybody in the company that they’re respected for, who they are, what their contributions are, and they understand that there’s not just one way to do things. You know, the worst thing that a company can say is that’s not how we do things here. OK, because if that’s your mindset and I know the Joy’s great on this mindset. And by the way, Joy, you jumped in just a little bit after.

I’m all for gyms in the workplace. I, I had one in my business. I just I’m just saying that’s not all we need to have a great company culture, but mindset’s what it’s all about. And I think we have to create a place where we invite, we inspire. We empower people to speak up, to feel safe, to say and try things, to be willing to make mistakes as long as we learn from them. You know, anybody and everybody makes mistakes.

It’s whether we learn from them. If you make the same mistake over and over again, that’s a choice. All right. But everybody makes a mistake. And so I think psychological safety to me is the key to creating an amazing company culture where people literally feel safe, where they work and they trust you.

STEVE: And that is great feedback, thank you for going a little bit more into detail and to touch on what you said previous to that, you know, getting rid of the top salesperson. How difficult was that when you had to make that decision?

BARRY: Well, going back to the psychological safety, it becomes a thing of if you have this one salesperson, one person on the sales team, out of twenty-one salespeople in this person’s coming in every day and passing out because of the drugs that she abused the day before, the night before. What is the message that I’m sending to the other 20 salespeople? What’s the message that I’m saying about the values that we stand for our guiding principles that we stand for?

And so was it difficult? Yes, because my partners, all they saw was the money that this person was bringing in. And my view of it was it’s my job to do everything that I can do to help this person. But if they refuse to accept that help, I mean, we offered for her to go check herself in for three months. Her job will still be there, will still pay her. She wouldn’t take it because she said, I don’t have a problem.

My belief is that every company has a bad apple in it. Sorry, OK. But I do believe every company and they’re very they’re well hidden these bad apples. And there are people that really don’t believe in the company culture. The company values the why of the company and they behind the scenes are trying to get people to see things the way that they do. Allowing somebody that is passing out of their desk every day and doing nothing about it.  It was a very bad message to send. So in the end, it was a very easy decision

STEVE: And that’s why I wanted to tie it back into what you said about psychological safety. You know, it seems like you’re catering towards the one person that top sales rep. And I think every organization goes through that and they have it. But you’re affecting all of these other people. And what happened as soon as you let that person go, your salesman because now you’re protecting those other people that are out there and you’re doing the right thing for everybody else.

So, Kristin, what about you? What do you think is the one thing that you would say that could help organizations improve their workforce culture?

KRISTEN: So my first one was a safe environment as well, so, Barry, thanks for covering that. But I would say the second thing is listening and seeking to understand because I think a lot of times employees voice their concerns or they’re trying to understand the culture and they ask questions. And depending on where somebody is, emotional intelligence is or the lens in which they’re interpreting what somebody’s saying, I think that there is sometimes a breakdown in communication. So it’s asking the right questions to make sure that you understand what those challenges are and how they can help form that culture and work through those challenges.

STEVE: Now, you said listen and seek to understand, and we know the way that people can be talked to. Different generational ages will say, how do you think where you know, I don’t say if it’s right or wrong. I have people that work for me that are all ages right from twenty-one years old, up to mid-50s. So to me, that doesn’t matter. I listen to everybody, but a lot of organizations have a challenge with millennials and Gen Zs that come in and say, you have to do it my way.

How do you think an organization can work with the different aspects of the age and still be able to listen and seek to understand and build a good culture?

KRISTEN: Yeah, so I think it’s about embracing the differences because you’ve got baby boomers, the Gen Z or the Gen Xers, the Millennials. And like you said, they all communicate in a different manner. And so I think it’s it. I think it’s you need to take a look at the employees as individuals and I think, you know, fostering your communications to kind of curtail to how they interpret things or how they, you know, how they communicate helps with shifting their mindset, right?

So you’re not going to attack, you’re not going to attack communication with a millennial the same way you would with a baby boomer, because, again, they’re interpreting it from a different lens.

STEVE: I see that in the way that I can talk to my development team, in the way that I can talk to my sales team. I have to talk in two completely different ways.

KRISTEN: So this is tone, right? Sometimes it’s the tone or how you ask a question and it’s the way they interpret it. Like if you’re you’re questioning how they’re doing something or maybe there is a better avenue in which they should do it. I think, again, it goes back to understanding your audience and how they communicate and sometimes curtailing that message so that they understand what needs to be executed.

STEVE: Well, understand the audience. I think that is key. So, Joy, what do you think the one number one thing is to kind of improve the workplace culture?

JOY: I absolutely say flexibility, and I think that is in. Cut big way. And when you see that healthy collaboration, because there’s no such thing as balance but a healthy collaboration between our work, family life, and health, they are going to be so much happier. They’re going to be so much more productive and ask any mom. I mean, she would be more than willing to work an extra hour or two if it means she has the flexibility to be at that school meeting, to be at that school field trip, you know, that type of thing.

They’ll bend over backward if they know that they can be at those things that are important. And it just makes for such so much more productive because you know, that, like we were saying from the top, that it also has psychological benefits, big ones as Barry referenced. So I think that for me would be one of the biggest ones.

STEVE: I’m going to go completely off topic right here because you mentioned it. Right. Like, I know my wife wants to be there for everything, for my kids and stuff like that, and she’ll do exactly that.

Remote work in office or hybrid? What are you seeing out there and what do you see as kind of the future of that?

JOY: I think I really like the hybrid because you still need to be able to come back together. There’s nothing like face to face. There’s nothing like that team, you know, having that team and, you know, even Zoom can’t quite capture that. We just recently had a conference for one of my clients. And just to be face to face, there’s a huge difference, even though we’ve been doing Zoom calls for months now. But I think a hybrid is a good balance of that.

STEVE: I love that you said that kind of leads in, you know, Barry you’ve owned some companies. You saw the company. You know you sold the original company in 1978 before Zoom was around. But how do you see Zoom as building a culture? Can you build a culture around Zoom and those types of virtual events?

BARRY: This is sort of a trick question, isn’t it?

STEVE: Right. So that’s what I’m here for. I’m not here for the software.

BARRY: If I take my magic crystal ball, what I’ll say. First of all, I’m in agreement with what Joy said. I, I think that’s sort of a blend, you know, where there are people who can work from home as well as being the office. I think we have a natural tendency as human beings to like that interaction face to face with other human beings. I look at my wife who works for this major corporation, and she’s been working from home now for well over a year and a half, and she works longer hours than she did when she went to the office, you know, so if you’re dedicated.

But I think it would be a great relief for her if there were those days where she had one or two days, three days a week, where she’s in the office and she has that human interaction. So what do I think about Zoom for creating cultures? I think it takes a lot. It’s going to take a lot of work from leadership to make that work. And I think what I mean by that is that it’s not just assigning to people what they need to do, but I think it’s also making sure that you’re giving people the chance to express their challenges.

I have this big belief, whether it’s in your office or whether you are virtual. I believe that what leaders need to do is have to have these what I like to call impact meetings and the managers in each department. So if you are a manager of sales, that manager should have a ten-minute to 15-minute meeting with each of his team, whether it’s virtual or in-person every week. Find out what their victories are, find out what their challenges are, find out what they’re going to focus on for this next week and when we can create that.

And then each of those managers then reports to the VP or the CEO of the company. I think that there needs to be if you’re going to create a culture that strong, that’s partial, virtual, or all virtual, there needs to be more this one-on-one, not just these group team meetings.

STEVE: Great point, and I think that organizations are seeing that and a lot of people are going hyper when covid hit with us. I sent everybody home immediately.OK, go home, work from home. Some people made it. Some people and some people wanted to lay on the couch all day and lay in bed. Those are not people that are going to be successful wherever they’re at because they chose not to be there. And now we try to have the zoo a happy hour. A couple of weeks ago, I actually had them go on. I partnered two people up that normally wouldn’t be together because they’re different, different backgrounds.

I partnered them up together to build a murder mystery on our platform. So it wasn’t something that was just that, hey, let’s all have drinks and ask questions and tell stories. It’s doing something together and bonding more because it’s very difficult when you have a remote workforce and some people are not in the state. So I think that it’s a good thing about I’m a face-to-face guy. If you would have asked me five years ago, Steve, would you be running a tech company that runs virtual events?

I’m like, no, I like to be face to face. I like to be one on one having those conversations, but you had to change with it. So I think that you can use Zoom. I don’t think it’s the greatest thing out there. And even on the trade show side, I’ll say it. There are certain trade shows that are better in person. But now with everything that’s going on out there, how do you make that into a hybrid aspect?

STEVE: Again, it starts with the workplace, people wanting to be there. So Kristen will or actually, you know that I ask Kristen and I ask you yours now. Yes, I did. I did. Sorry. I got to talking and I missed where my question was.

OK, we’ll start with let’s start with Barry on this one. Can a growth mindset within a company, because you have different fund sales, develop marketing all its can a growth mindset cause division within an organization, or is there a possibility to be able to leverage it to unify and really get the team to work together?

BARRY: The simple answer to this is that for every department in a company, you should hope and pray that they all have a growth mindset. If it creates a little bit of competitive nature or a divisive thing, that’s leadership has to find ways to make them find a way to work together, to share ideas, to share ideas. But you want everybody, the thing that that troubled me the most from covid were the clients that engaged me and all they wanted to do was survive.

And the first thing I said to them was, look, survival mode. I can already tell you the outcome. You should always be in success mode if that means that you have to pivot to do something different. And focus on how do we succeed even in this look, I understand it may be tough for a restaurant where they no longer can be open without clients, but I’m talking about corporations that are running or people that are solo entrepreneurs that have a few employees with them.

I think that what you have to be doing is always be focused on a growth mindset. And that means when pardon my language, but when the shit hits the fan, let’s not go into survival mode because survival mode means we’re just barely going to get by. Let’s figure out how we stay in success mode. How do we shift? Because shift happens. If you put enough pressure on people, the shift will happen. And what we want to do is we want to get people to shift.

All right. So these are the challenges. What do we do? What are the possible solutions. Too often what happens in companies people get stuck in to condemn, criticize, complain, or that damn covid? Oh, you know, so-and-so. Does that get you nowhere? Condemn, criticize, complain, get you nowhere. Yes, you should identify challenges, but you have to be a solution-oriented company. And along the answer to your thing is, look, I think every department has to be growth mindset charged.  They just have to always be thinking how do we invent a better mousetrap if it ain’t broke…break it!

STEVE: I like that. Now, do you going off of that? Do you have your teams work together on a growth plan or and bring it to the leadership, or do you ever put all of the teams together, maybe one or two people from each one of the teams, and say, where are we going next?

BARRY: Well, for me in the past, because we had four hundred and fifty employees in Miami, three thousand in South America, the idea was obviously I couldn’t put them all together. But that’s you know, that’s up to the managers in each area to get that feedback, to have the collaborate with the people that work with them on the teams, take the best of the information, bring the managers together, and then we would all get together as leadership teams to discuss the different ways that we can grow the business.

You know, what is production say that we can do to make things better? What is logistics? Say that we can do what a sales say that we can do. What is marketing say that we can do? What what are the strategies, the solutions that people think of? And then what you do is you take all these solutions and you figure out, OK, which one is which two are going to be the ones that we are all going to accept and move forward on.

STEVE: Great. Thank you, Kristen. How do you create an engaging experience in the workplace that is not cliche and raises inspiration within the teams?

KRISTEN: Yeah, so I think you want to select activities that appeal to your employees so that they can take ownership and strengthen their commitment to the organization and their team members. Right. Because everybody is a stakeholder in the organization. And so I think know not using your typical buzz words because we do in culture or organizations that focus on culture have their specific buzz words. And sometimes those buzz words do not resonate with employees. And that takes them further from the culture that you’re trying to build within the organization.

STEVE: And do you get that like have a team that kind of builds some of that stuff, or is it more of, you know, the leaders choose what they’re going to do? How do you work that?

KRISTEN: Actually, within Johnson Controls, they’ve really been focusing on our organizational health and every single facet that ties into the culture. And so there was a company-wide initiative to look at videos and do some team collaboration. And then each team was responsible for picking three different goals that they wanted to focus on in twenty twenty-one. And so, I mean, it was a huge asset because we started talking about things that we don’t necessarily talk about, and that cross-collaboration in making sure that we were more of a united front.

STEVE: I love that getting the work to work together to find the goals. Joy. What happens if you fall short of a budget? How do you take that to the team and how does that affect them?

JOY: I mean, initially, it’s so important that you take it to the team because the last thing you want to do is demoralize them. I think the first thing you need to do is, is as the leader is looking at yourself. Where did you fall short? Like, how did you possibly fall short? Did they not have the materials they needed? Did they not have the information they needed? Because it’s definitely a team effort. So I think so much of it is if you go into the meeting and you begin with recognizing maybe things you could have done better, that definitely will make the conversation go a lot smoother because you’re not just sitting there pointing the finger and like with reference to our team.  So we rise and we fall as a team.

STEVE: Absolutely. Now, you talked about looking like a leader, saying, where did you fall short? Do you go in and say, hey, here’s how I failed first, or here’s how I fell short, or do you say here’s what happened and then go in? How do you approach that?

JOY:  Yeah, I mean, I would go in with this is the thing, as I look back, this is what I could have done better, you know, like for me, it would be our patient. Right. So when our patient volume starts to fall, I have I create teams for these practices to be out there to, you know, to create this patient volume so that it continues to grow. So I have to look at what I didn’t communicate to my team-wise.

Maybe they didn’t have the materials or we didn’t address certain things that we needed to create the need for our office. And so, yeah, absolutely. I would definitely start with that and then go into, you know, as as you break down the teams where they fell short, know information.

BARRY: Steve, can I add something?  (Steve) Absolutely, please.

I think Joy is spot on, I know and I love what you’re saying. It’s excellent and a tool that perhaps people can use. I always believe that even if it’s a great quarter or a bad quarter, I think that at the end of the quarter we should be asking our team members, right, all the stakeholders, our managers, and leaders, we should be saying that at the end of that quarter, whether we were up or down based upon this past quarter, what should we do more of?

What did we learn from that that we should do more of? Second question, what should we do less of, what are the things that we did but didn’t need to do in such excess? OK. The third question is, what should we start doing, what ideas or concepts do we have that we came up with that starting in this next quarter? These are things that we are definitely going to do. And the fourth question that we should ask ourselves is, what should we stop?

So when you get everybody in the company involved in responding to including the leadership all the way up to the CEO, which we have, which learned from this, what can we do more of? Let’s start. Stop. I think that companies will continue to have this growth mindset and continue to look for ways that they can improve quarter on top of the quarter on top of the quarter.

STEVE: Great advice, I think, from all of you today we got some great advice, Kristen, Joy you know, with everything we know right now, work for workplace culture is huge and everybody is trying to get better and they’re trying to find the little things. Is it meetings? Is that a jump rope competition where somebody always takes second and wants to get the first and then tries it over and over and over to try harder to try to be there?

Is it sales or is it marketing is a development? I think it’s just important to be able to really get everybody involved. And I try to do that with my organization. And I think from what I heard with you guys, you guys have all really embraced that as well. So before we end here today, is there any last thing? We’ll start with you, Kristen, any last thing that you would like to tell the audience out there about workplace culture, branding, anything out thereof that they need to know from you as the expert?

KRISTEN: Yeah, I think one of the most important things throughout this, fostering a positive corporate culture is really taking a cultural audit on you from your stakeholders, right? Tell it, asking them for feedback on your company’s purpose right and how can we help you inspire and excite and engage employees and create meaningful differentiation from our competitors?

STEVE: All right, thank you, Kristen and Joy, for the same thing we want to keep a killer workplace, right? We want a growth culture mindset. What’s one thing that this audience needs to hear from Joy?

JOY: Just to continue, as I said, I mean, there are a few things definitely and encourage that individuality, the quirkiness that we all have is what we all need. You know, it’s like a bag of M&Ms the colorful Eminem’s are all different colors. Don’t try to make everybody be the exact same way, because we need that. We need that difference. And then, you know, the flexibility and then just also encourage that curiosity. One of the biggest things I’ll tell you real quickly in health care is the there are different levels of physicians and the top, top physicians, when we show them new procedure videos, they are so open and looking. And, oh, maybe I could do this, maybe I could do that different. But if you show to lower-level physicians, they walk away thinking, oh, I already know everything. And there’s a huge difference between our top positions and our second-tier physicians and how they see things. And same with leadership. The billionaires that I know, are so curious when I talk to them or they hear something, they have so many questions that we have to inspire that curiosity within our employees.

STEVE: I love that. Thank you. And Barry with you, too. Is the growth mindset, the culture, what’s one thing that the audience needs to hear from you?

BARRY: Well, my one thing is going to be three and I’ll make them quick. Its people must be at the center. It’s all about humanity. That’s the first thing, the second thing is this thing that I call Mubadala and is just a nonsensical word that I made up. That means that cultures have to have fun. You have to have a culture that’s fun. And the last thing is that from the growth mindset point of view, I think we all have to remember that if the rate of change outside of our organization is greater than the rate of change inside our organization…the end is near.

STEVE: Wow,I want to thank all of you, the three of you, again, You know, we do these webinars on a monthly basis and we’re kind of switching over and we’ve kind of moved more. You know, up until a few months ago. A lot of these were my clients, people that were on our platform because we were trying to help our current organizations how to get better. A couple of months ago, we switched to having outside panels that were experts in their field.

And I can tell you the notes that I took off of this today were phenomenal. I can’t wait to put them in an order that I can actually read all these. But from all three of you, I appreciate that I learned a lot today. So I’m hoping our audience and everybody that watches this learned a lot today. So thank you Bary, Kristen and Joy and everybody has a wonderful day.

Thank you, Chris. Enjoy. Steve, thank you.

Thank you, everybody. Have a great night.

To listen to the podcast click here and scroll to Episode 5.

How the Pandemic Affected Job Hiring

This article was originally published by Sarah Marie for NY Weekly – click here to access.

When COVID–19 forced companies to transition to online and work from home setups the world turned to digital platforms and tools to stay connected. With many jobs lost and industries changing and adapting to what the new demands and necessities were, the hiring process has completely changed. Steven Edwards, CEO of Premier Virtual, has been helping companies hire qualified candidates for over a decade and has given a little insight on how the pandemic has affected job hiring practices and how the virtual space is only going to grow.

Edwards saw a shift happening in hiring practices a few years ago and started working on adapting his business to serve those needs. In early 2020, his business partner and himself launched a new platform for online hiring and recruiting through Premier Virtual, quickly becoming an unrivaled leader aiding companies with their hiring and recruitment needs through the pandemic. Premier Virtual is the number 1 virtual career fair platform in the workforce development industry nationwide and has connected thousands of employers with qualified candidates. They have transformed the traditional job fair into a highly efficient recruitment system for any level of employment, including top-level executives, benefiting employers and job seekers all over the world.

When recruiting, interviewing, hiring, and holding in-person events were not an option, hiring practices were adapted to be completely virtual. Companies found themselves overwhelmed with applications on online job sites like Indeed, and qualified job seekers felt discouraged when they saw that hundreds of other people were applying for every job. Employers reported having difficulty finding qualified applicants, and applicants found the competition to be simply daunting.

Quality of hire has become a growing concern for many companies, and with so many applicants, they have started to look for a more streamlined recruitment and hiring process. More and more companies are turning to online candidate screening and assessment tools to narrow down targeted qualified contenders. Social media has become a heavily used recruitment channel. Interviews can happen through email, text message, chatbot, and more.

Aware of these concerns and ever-changing industry needs, Premier Virtual created a unique and innovative platform that enables companies to create a custom virtual hiring event. The platform is fully customizable; employers can set different parameters for submitting applications, testing skills, interviewing, etc. Outside companies also have access to licensing the software. Through this software, Premier Virtual has supported thousands of companies connecting with and employing individuals, even in the hardest of hit places and times over the last two years. The platform has powered 2,500 events to date, connecting 25,000 employers to 250,000 job seekers, and has earned industry-leading ratings on review sites like Capterra and G2. Edwards prides himself on the dedication of his team, and how they have truly impacted and changed lives across the world.

Edwards is a veteran of the 82nd Airborne Division of the United States Army and describes what his company does as a parachute that prevented many industries from crashing to the ground during the pandemic and kept them going. Connecting companies and individuals from all over the world, getting people connected to jobs in a time when they needed it most, Edwards knows that the virtual job and career fair model is here to stay. He is ready to take on whatever the industry needs; his goal is to better people’s lives every day.

“Our platform is opening up these opportunities for people, maybe those that live in rural areas, and those that might not have been able to apply for these jobs, people from all over the world. We are connecting companies with top-level talent, making this an easy-to-use, stand-alone platform that allows companies to increase their candidate pool, and get more qualified applicants opportunities to apply. This is bettering people’s lives, every day,” he said.

Edwards and his team have supported companies and organizations of all shapes and sizes in all industries as the hiring practices have evolved and will continue to do so. They are always seeking ways to improve and make the platform better, setting the bar for the rest of the industry. Connect with Edwards and the Premier Virtual team on the company website.

In-Person vs. Virtual Career Fairs

Over the last year and a half, the virtual job fair has seen amazing growth as people worldwide embrace the concept of increased online communication. Premier Virtual is the number one virtual career fair platform in the workforce development industry and has powered thousands of in-person career fair events over the past 18 months. They give some insight into the two different types of career or job fairs. 

An in-person event is typically an event where all the attendees are physically in the same location. A virtual career fair takes place entirely online; everyone attends from where they are. Both have their advantages and some drawbacks. 

In-person, face-to-face, human connection is still the most effective way to communicate with others and has long been considered the norm. The tone of voice, eye movements, body movements, nonverbal ways of sending messages all are part of communication and are often lost over a video and internet connection. In-person communication has long been considered more honest; it enhances credibility and trust, builds solid relationships, and is motivating to foster collaboration with others. 

In-person job fairs have their drawbacks, Steven Edwards CEO of Premier Virtual points out that often there are misconceptions at in-person events, a long line at a booth can make people think it is a great place to work, and they can spend much of the time waiting to talk to someone, only to find out there are no jobs or not jobs they qualify for or would be interested in. Additionally, in-person events are expensive to host and can be hard to pull off efficiently, even before COVID-19. 

Virtual job fairs were around pre-pandemic; however, they gained traction starting in mid-2020. As people stayed home and companies still needed employees, the virtual job fair became the go-to format to connect with prospective hires and require far less time and money on the part of the host. Virtual career fairs are far more versatile, easier to plan, and operate on a more efficient level than in-person events, not to mention they save a ton of cash for companies. 

Virtual career fairs allow more qualified candidates from a wider candidate pool to connect with potential employers and allow for more accessible data collection and reports for companies. Virtual events are not impacted by weather, traffic, or building issues, giving candidates far more flexibility on when and how they can attend. The virtual platform allows for the screening of candidates and recruiting highly qualified candidates for specific positions. 

Virtual job fairs can be overwhelming, with so many booths to choose from, and they lack that in-person connection and pose the risk of attendees being distracted. Despite these concerns, virtual job fairs are only growing in popularity and might be the new standard procedure of many companies. A hybrid career fair melds the best of both worlds and is possibly the best way around reaching the maximum number of qualified candidates.

The innovative and proprietary platform developed by Premier Virtual has powered 2,500 virtual job fairs to date, connecting 25,000 employers to over 250,000 job seekers. Helping companies and job seekers across the country, they act as a parachute to help stop the freefall of the business world and keep qualified candidates working, even in the toughest of times. 

A veteran-owned company, Premier Virtual is dedicated to changing people’s lives through its groundbreaking virtual career fair platform. Learn more on their website

Virtual Career Fairs Have Changed The Staffing Industry

It is sage and common advice for job seekers, new graduates, professionals, and the like to be encouraged to go to a job or career fair. Attending these kinds of events connects employers with a large number of prospective employees, and vice versa. Job seekers can interact with peers, and connect with potential employers, companies get their brand out there and are more recognizable to the workforce, networking happens, many good things come out of these events on both sides. That being said, the job recruitment and seeking landscape has changed significantly in recent years, and companies are taking many of these kinds of career fair events online. 

No one knows more about the way the staffing industry and job recruitment environment have evolved than the team at Premier Virtual. After almost a decade of managing in-person events, co-founder and CEO Steven Edwards jumped into offering virtual events in 2018, as he saw the demand and market change. In early 2020 Premier developed their own innovative software platform for companies to host events, quickly becoming one of the top-used planforms in the nation when the COVID-19 pandemic forced businesses to go virtual. Premier Virtual is the number one virtual career fair platform in the workforce development industry. 

Edwards explains that he started to see the shortcomings in the in-person job fair market, employers were missing out on connecting with qualified candidates due to long lines, and candidates walking away. Candidates were finding themselves frustrated as well. Edwards describes it as a process of walking into a crowded room, then waiting in line to hand over a resume and saying “Hire me?”, and then walking away always dissatisfied and doing it all again. The process was not efficient, so Edwards set out to create a space for both employers and job seekers to have a better experience.

The Benefits Are Clear

  • Cost-effective
  • Far-reaching, not limited by the geography of the size of the venue
  • More efficient, save time to travel and set-up
  • Fantastic lead generators
  • Increase brand recognition
  • Easily accessible for everyone
  • Make instant connections with targeted, highly qualified candidates
  • Reduce Time to Hire from 30 Days to an average of 7 days
  • Increase the quality of your bench
  • Attract candidates from all levels of experience, not just entry-level

Traditional job fairs tend to offer introductory and lower-level jobs, whereas on the online platform companies can hold executive-level career and hiring events, recruiting the top qualified candidates from all over the world. The system that Premier Virtual created goes far above and beyond, offering companies the ability to create a custom career recruitment system, as well as employing a one-of-a-kind flat licensing rate system allowing companies to hold multiple cost-effective events. Premier Virtual supported thousands of companies connecting with and employing individuals, even in the hardest of hit places and times over the last two years. The platform has powered 2,500 events to date, connecting 25,000 employers to 250,000 job seekers, and has earned industry-leading ratings on review sites like Capterra and G2. Edwards prides himself on the dedication of his team, and how they have truly impacted and changed lives across the world. 

Born and raised in small-town Wisconsin, Edwards is a veteran, serving in the 82nd Airborne Division of the United States Army, as well as in the Florida National Guard. Edwards is always working to think outside of the box to see how he can make the industry better, and help people daily in a way that benefits their lives. He, along with business partner Gary Edwards lead a diverse, innovative team, motivated to drive advancements in the industry. “We are a ‘Future-Focused’ company, and we are every day innovating and making improvements. Our goal is to create a stand-alone platform that can provide all the solutions human resource executives need, in one place.” 

Connect with Edwards and the Premier Virtual team on social media and through the company website,

Veterans Helping Veterans on WPBF ABC News

On Wednesday, July 14th, Premier Virtual CEO, a U.S. Army Veteran was interviewed by Ari Hait of WPBF ABC News to talk about how the Premier Virtual platform is helping veterans find employment.  Here is the news story:

Mike Panus can’t begin to describe how happy he is to be working at FEMA.

He called it a job that helped give him his life back.

“A financial struggle is not a good struggle to have in life,” he said. “It’s a very stressful one.”

And it’s a struggle Sgt. Mike Panus of the U.S. Marine Corps never thought he’d have to deal with when he left the military.

He spent years establishing himself as a motivational speaker. But then the pandemic hit, and Panus was out of a job.

“I would turn on the app Uber when I did not have my daughter and drive 12, 13, 14, 15, 16 hours a night just to keep money coming in and my head afloat,” Panus said.

But then Panus found something that changed his life: a virtual job fair. It was created using software from a Delray Beach company called Premier Virtual.

The software allows employers to connect with potential employees all over the world.

“Every company can go out there and do a virtual hiring event because people can log in from anywhere,” said Steve Edwards, CEO of Premier Virtual.

And because Edwards was once Corporal Edwards of the U.S. Army, many of the job fairs are geared toward veterans.

“There’s better resources today than when I got out of the army, but to know that we’re a huge part of that, it’s absolutely amazing,” he said.

In just six months in 2020, Premier Virtual did over 2000 virtual events with 25,000 organizations and more than 250,000 job seekers.

One of those 250,000 was Mike Panus. He said he landed the job at FEMA within a week of the fair.

“It definitely helped me have less anxiety and be able to be myself and be the best parent and the best person I can be for my daughter,” he said.

Click here to watch the WPBF story.


SF Tech Company Accelerates Growth, Opens New Location

Office Expansion Enables “Premier Virtual” to Fast-Track Customer and Employee Successes

Delray Beach, FL. June 14, 2021 – Premier Virtual, South Florida’s fast-growing virtual job fair platform, recently opened a new office in Delray Beach, Florida. The move will accommodate the company’s rapid growth, leverage the area’s diverse high-tech talent pool while responding to the critical need of employees and employers throughout the country.

“We are enthusiastic about our success over the past year, and our new location reflects our culture of innovation and excellence,” said Steve Edwards, CEO of Premier Virtual. “It’s the perfect time for us to make this move to maximize the potential for our team and growing customer base while allowing us to respond to critical demand from employers and employees.”

Premier Virtual has powered over 2,500 virtual career fairs, connecting 25,000 employers to over 250,000 registered job seekers, since its official launch in March 2020. The company was in its infancy when everything practically changed overnight due to the virus. Virtual event options suddenly became the only option, and Premier Virtual was at the forefront.

According to the US Department of Labor, joblessness remains at an all-time high, and the number of unemployed persons is still nearly 10 million. Back in April 2020, the unemployment rate jumped to a level not seen since the Great Depression, and as of April 2021, it was still a grim 6.1 percent. The good news though is the number of Americans filing “new” claims for unemployment benefits fell last week to the lowest level in nearly 15 months.

The impact of the virus and the economic effect have been widespread. Both employees and employers nationwide are still feeling the fallout, including a labor shortage.

Premier Virtual is helping people get back to work by connecting employees to employers. The company has grown from two employees to more than 20 in the past year. The platform has been a catalyst for companies across the country who are looking to hire by providing them a virtual option to connect with job seekers, while potential employees enjoy an interactive experience, versus submitting their resume to an algorithm. Premier Virtual is the exclusive virtual career networking platform for CareerSource Florida and Tech Hub South Florida.

Nationally, Premier Virtual is the #1 platform among workforce development boards, with nearly 200 accounts. Beyond workforce agencies, many school boards, institutions of higher learning, and tech organizations have patterned with Premier Virtual to host their virtual career fairs. The US Veterans Chamber of Commerce and American Legion are also using the Premier Virtual platform to help Veterans find gainful employment.

During this virus, in-person career fairs were prohibited, and Premier Virtual’s platform provided a great alternative to connect employers and jobseekers. Post-Virus, many organizations recognize that virtual career fairs are a more effective and efficient way to hire. Based on the positive results and ROI, the trajectory of virtual events continues to expand.

About Premier Virtual

Premier Virtual is an online virtual job and career fair platform. The online hiring events are designed to bridge the gap between technology and human experience. The company has hosted more than 2500 job fairs over the past year and is poised for continuous growth. Premier Virtual is a future-focused company that believes through innovation, it can provide clients with the best possible solutions to be successful. Relationships are built with integrity, trust, honesty, transparency, and a culture of teamwork built on servant leadership.[/fusion_text][/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

The Lessons We’ve Learned from Virtual Career Fairs

After powering nearly 2,000 virtual career fairs, we’ve learned a lot of valuable lessons, and we’re ready to share them with you.

In this webinar, Premier Virtual CEO, Steve Edwards will be joined by a group of existing customers, that have hosted their own virtual hiring events. The purpose of this webinar is to learn first-hand the most difficult challenges transitioning from in-person to virtual, the pros and the cons, and what the career fair landscape looks like moving forward.

One thing is certain, virtual career fairs have changed staffing and recruiting forever, and those who have experienced them believe they are here to stay. If you’ve been debating whether or not to go virtual, or you’ve attended virtual events and are now ready to host your own, this is a great place to start. We also look forward to the input from attendees who have their own lessons to share.

The webinar will be a round table Q&A forum and will be followed by a short demo of the Premier Virtual platform. We look forward to seeing you there! The webinar starts at 2 PM EST.

Confirmed Panelists:

Morgan Romeo – Executive Director at Virginia Career Works – Blue Ridge

Lawrence “Larry” Miller-Director for Warrior Games Operations & Logistics. United States Veterans Chamber of Commerce

Dana Morrison – Teacher Recruitment Manager at EBRPSS. Baton Rouge, Louisiana, United States

Sharon G. Nelson, MBA- Talent Acquisition Manager – Human Resources

Michael Corbit – Vice President, Business Development -CareerSource Florida/Palm Beach County.

Jill St. Thomas-Executive Director – Tampa Bay Tech

Click here to register for free!


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