The reason your application pile keeps thinning while the talent you actually want stays exactly where they are.

Your last CRA job post pulled in 87 applicants. You called three…but you hired none.

The talent shortage is the easy explanation. But it is also the wrong one.

I have been saying this since 2017, and the noise around CRA hiring has only gotten louder. There isn’t a shortage of high-quality, experienced CRAs. But there is a structural reason the best ones aren’t sitting in your application pile. And once you see it, your whole hiring strategy has to shift if you want to attract those high-quality CRAs.

There Is a Name for What Your Best Candidates Are Doing

It is called job hugging, and it refers to the experienced professional who has outgrown the role they are in but stays anyway because leaving feels riskier than staying. In clinical research, that risk calculation is sharper than in most industries, and the result is that good people sit still for years.

The dynamic plays out differently depending on whether you are hiring a perm CRA or a contract CRA, but it produces the same problem for you.

For your perm roles, the high-quality, experienced CRAs you want are currently employed somewhere else, and they are job-hugging. They have privately outgrown their role and are quietly thinking about their next move, but they don’t apply to your post out of fear. Word travels in our small industry, and the cost of being caught looking, and therefore putting their current position at risk, outweighs the appeal of a new and exciting position.

So they stay where they are, and your post never reaches them.

For your contract roles, the picture is different, but the gap is the same. The best contract CRAs aren’t applying to your post for an entirely different reason. They don’t have to. Their reputations precede them, and they move from one project to the next on the strength of referrals, networks, and relationships built over a career. They are hired before they are searched for, often before the previous engagement has even closed out.

Either way, the people you actually want are not in your application pool. The perm CRAs are quietly staying put. The contract CRAs are already engaged elsewhere. And the math doesn’t change just because you posted the role again.

Why the Application Pool Looks the Way It Does

The pile your post does generate is even harder to navigate than it looks.

In our CRA intake screening, we are seeing roughly 60% of applicants who have falsified all or part of their credentials, and another 20% who appear to be AI-generated ghost candidates. That leaves about 20% who are genuinely real with real qualifications… but may not be qualified for your position.

The published research confirms the direction. Checkr’s 2025 survey of 3,000 hiring managers found that 31% have personally interviewed a candidate using a fake identity. Greenhouse’s 2025 report found 65% have caught applicants using AI deceptively. Deepfake interview fraud jumped 1,300% from 2023 to 2024, and Gartner projects that by 2028, one in four candidate profiles globally will be fake.

What we are seeing in CRA recruiting is consistent with the broader pattern. In a small, specialized industry like ours, it is arguably ahead of it.

Now, layer the job-hugging insight on top. Most of the best people in that genuine 20% aren’t in the pool at all. They are still employed, sitting in roles they have outgrown, waiting for a different kind of conversation.

So when you measure your hiring health by application volume, you are measuring the wrong thing. You are looking at an application pile that, by design, probably doesn’t contain the candidates you actually want to hire.

What That Means for Your Hiring Strategy

Here are three shifts to consider.

First, change what you measure.

Application volume is a vanity metric. The number that actually matters is how many qualified passive candidates have been engaged. One conversation with a real, employed, experienced CRA who is considering a move is worth more than fifty applications from the pile.

Second, build a sourcing model that reaches people who are job hugging.

That means referrals from your existing team, LinkedIn outreach with substance behind it, and partnerships with firms whose job is to maintain relationships with high-quality talent across the industry.

Third, make it safe for a job hugger to talk to you.

This is the one thing most hiring managers get wrong. A job hugger and an active applicant aren’t the same person, and they therefore won’t respond to the same approach. When you treat a confidentially referred passive candidate the way you would treat a job post applicant, you will lose them.

What does “safe” look like in practice? The conversation is exploratory, not transactional. You don’t ask them to apply to a specific req in the first meeting, you don’t request references that could touch their current employer (at least not until a written offer is extended), and you don’t ask them to interview during business hours from their office.

How do you tell someone who is job-hugging from a typical applicant? The signals are clear once you know what to look for. They came to you through a referral or a trusted partner, not the apply button. These candidates will also tell you up front that their search is confidential. Their timeline is slower than urgency-driven, often shaped around vesting, bonuses, or study completion. And their language is exploratory (“what would have to be true for me to consider…”) rather than urgent (“I really need this role”).

The practical answer for most hiring teams: work with a partner who already has these relationships. Reaching passive candidates and building trust with employed professionals is a full-time discipline. It is also the reason firms like ours exist.

What’s Next

If your application pile keeps producing the same disappointing result, the pile isn’t the problem. The strategy that relies on the pile is.

I challenge you to evaluate two things. What are you doing to engage the CRAs who aren’t applying because they don’t have to? And what are you doing to make a confidential conversation with a job hugger feel safer than staying where they are?

As always, let us know how we can help. But I will leave you with one last thought: If you keep recruiting the same way, you will keep getting the same application pile. What do you have to lose by trying a different approach?

To Your Success,
Angela Roberts, Managing Partner of craresources

The post The Best CRAs Aren’t Applying to Your Job Posts. Here Is Why. appeared first on craresources.

Originally published April 28, 2017. Refreshed for 2026 with current data.

I wrote this article in 2017 because I was reading too many industry pieces claiming a “concerning global shortage of experienced CRAs.” Drug Discovery and Development had reported 14,000 open CRA positions on Indeed.com alone. The narrative regarding a broken CRA hiring process was getting louder, and I disagreed with how people were diagnosing the problem.

Nine years later, I still disagree. The fraud, the noise, and the structural sourcing problem have all gotten significantly worse, and the shortage explanation has only gotten more popular.

There isn’t a shortage of high-quality, experienced CRAs. There is a structural reason hiring managers aren’t effectively navigating the CRA hiring landscape, and the reason hasn’t changed in nearly a decade. What has changed is that the structural problem now sits inside an application pool so noisy that even good hiring teams cannot work their way through it.

I will let that sit a moment, and for the sake of saying something contrarian, I will repeat it. There isn’t a shortage of high-quality, experienced CRAs.

The Three Reasons That Held Up for Over Nine Years

First, the “build it and they will come” model doesn’t work for high-quality CRAs.

This statement was true in 2017, and it is true now. The caliber of CRA you actually want to hire isn’t sitting at home refreshing job boards. Their reputations precede them. They move from one assignment to the next on the strength of referrals, networks, and relationships that took a decade (or more) to build. The way to engage them is to know when their current project is wrapping up and reach them before someone else does.

And the only way to do that is to already have a relationship with them.

For perm roles, the equivalent reality plays out differently but ends the same way. The experienced CRAs you want are currently employed somewhere else, doing solid work, and quietly thinking about their next move. They aren’t applying to your post either, because in our small industry, the cost of being caught looking outweighs the appeal of your position.

Either way, they won’t see your post… because they aren’t looking for it.

Second, the candidates who do apply are increasingly problematic.

This was the polite version of what I observed in 2017. In 2026, the data is brutal.

In our CRA intake screening, we are seeing roughly 60% of applicants who have falsified all or part of their credentials. This means fake employment, fake education, or fake references. Additionally, we are seeing another 20% who appear to be AI-generated ghost candidates. That leaves about 20% who are genuinely real professionals with real qualifications. But …that doesn’t necessarily mean they are qualified for your particular position.

The published research confirms the direction. Checkr’s 2025 survey of 3,000 hiring managers found that 31% have personally interviewed a candidate using a fake identity. Greenhouse’s 2025 AI in Hiring Report found that 65% of US hiring managers have caught applicants using AI deceptively. Deepfake interview fraud jumped 1,300% from 2023 to 2024. Gartner projects that by 2028, one in four candidate profiles worldwide will be fake.

What we are seeing in CRA hiring is consistent with the broader pattern. But it is important to note that in a small, specialized industry like ours, it is arguably ahead of it.

Third, high-quality CRAs are passionate about their work, and they gravitate toward companies that respect that passion.

This was true in 2017, and it remains the deciding factor in retention. Companies that treat CRAs as nameless monitors hired to hit metrics have high attrition. Companies that align with the deeper purpose of the work, making a difference for patients, build the kind of reputation that draws top talent without ever posting a job.

Don’t misread me. Metrics matter. Budgets matter. Timelines matter. High-quality CRAs understand all of that, and the best ones manage it as well as anyone. But their passion sits with the patients, and they will choose the company whose passion sits there too. Every time.

What Has Changed Since 2017

Three things, and all three make the case sharper.

The first is volume.

The 14,000 open CRA positions stated on Indeed in 2017 look quaint now. Job posting volume has multiplied, and a meaningful percentage of those postings are ghost jobs. Research from 2024 and 2025 estimates that 18% to 27% of online job listings are ghost jobs, posted to maintain a pipeline presence, signal growth, or test the market rather than to hire. When you measure hiring health by application volume against open requisitions, you are measuring noise against noise.

The second is AI.

In 2017, the candidates I called “problematic” were either always looking, under-qualified, or falsifying credentials. The fraud was manual and detectable with a careful reference check. Now AI generates polished, ATS-friendly resumes that pass keyword screening, deepfake technology fakes interviews, and synthetic identities clear background checks built for a pre-AI world.

The infrastructure most hiring teams use to evaluate candidates was designed before any of this existed.

The third is post-COVID hiring dynamics.

The clinical research labor market has been through several rounds of disruption, including hiring slowdowns at major CROs, reorganizations across mid-sized pharma, and quiet project shelving. The result is that the experienced CRAs you want are even more inclined to stay where they are than they were in 2017, because the cost of a wrong move feels higher than ever. We call that job hugging, and it is its own full conversation.

What the 2017 Two Questions Look Like in 2026

In the original article, I challenged hiring managers to evaluate two things. I am going to keep them because they still apply, but I am updating them for the current reality.

One: What are you doing to engage the CRAs who aren’t applying because they don’t have to?

This was the question in 2017, and it remains the question. The answer requires sourcing from networks, referrals, and trusted partners, not from your application pile. Reaching passive, employed, high-quality CRAs is a full-time discipline. If your team is not built for it, hire a firm that is. CRA hiring is important enough to have a specific focus on it.

Two: What is your reputation as a Hiring Authority signaling to the candidates you want?

Your brand reaches CRAs long before your job post does. The companies whose names get whispered as “good places to land” build that reputation through how they treat their teams, how they handle protocol problems, how they pay, and whether they protect the passion their CRAs bring to the work. None of that is marketing. All of it is recruitment.

In Closing

I had over 12,000 seasoned, tried-and-true high-quality CRAs in our network when I wrote this article in 2017. We are at well over 21,000 today, and the discipline of maintaining those relationships has only gotten harder and more valuable.

If you are still hiring through the application pile and still telling yourself the problem is a talent shortage, I would gently suggest the problem is not the talent.

As always, let us know how we can help. If you keep recruiting the same way, you will keep getting the same results. What do you have to lose by trying a different approach?

To Your Success,
Angela Roberts, Managing Partner of craresources

The post Let’s Stop Saying There Is a CRA Shortage and Start Focusing on the Real Issue appeared first on craresources.

In our recruiting practice, we sit on the receiving end of the post-interview debrief. After the panel meets and the hiring manager calls us back, we hear what was actually said in the room. And in our experience, there are four primary reasons why qualified candidates are consistently getting interviews but no offers.

I will start by stating that hiring managers rarely tell a candidate why they didn’t extend the offer. Unfortunately, the candidate is left guessing as to why…so when a strong clinical research professional racks up four, five, six interviews without an offer, they reach for the worst explanation available: it must be me.

Most of the time, it isn’t.

It is usually one of four patterns we see over and over again across our pharmaceutical, biotech, medical device, and CRO clients.

Pattern One: Storytelling

The most common debrief comment we hear is some version of, “He seemed qualified, but I never got a clear example of him actually doing the work.” Behavioral interviews are won and lost on specific stories. When a candidate answers a “tell me about a time” question with a hypothetical (“I would handle it this way…”), or with generalities, the interviewer can’t picture the candidate doing the job.

The net? They can’t defend a hire decision when they can’t picture the candidate performing in the role.

The fix? Craft and practice elevator pitches. We show you how in these posts and real podcast examples.

Pattern Two: Enthusiasm for the Specific Role

This one sounds like, “She was good, but I don’t think she really wants this job.” The candidate may have wanted the job badly. But if every answer could have been delivered to any sponsor or CRO in the industry, the hiring manager hears interest in a job, not interest in this one.

And this is especially important in a final interview (or even an advanced round interview). The manager is choosing the person who already feels like part of the team. Generic enthusiasm reads as risk….and this is why ‘anything with a paycheck‘ backfires for candidates.

Every hiring manager wants to believe that you have hand-selected their particular position. If you can’t show your passion for this particular role, your candidacy won’t be taken as seriously.

Pattern Three: Alignment to the Employer’s Actual Problem

“The skills are there, but I’m not sure he has solved our version of this problem.” Clinical research experience doesn’t translate itself. A CRA moving in-house, a functional expert pivoting into CRO leadership, a Site Manager moving into a sponsor role…the experience is real, but the candidate hasn’t done the work of connecting it to the role in front of them.

The interviewer is left to do that work, and most won’t. The biggest mistake most mid-career job seekers make is to sell their history instead of their skills. You have to get detailed, get specific, and become personal.

Pattern Four: Perceived Risk

This is the quietest reason and the most common in advanced rounds. The candidate is competent, but not the easiest hire to defend internally. Hiring teams don’t only choose the most qualified person on paper. They choose the person who feels lowest-risk: easiest to manage, easiest to onboard, least likely to create friction.

A technically excellent candidate who shows any tension around feedback, coachability, or fit will lose to a slightly less polished candidate who feels safer.

Some Final Thoughts

If you are a clinical research professional reading this and feeling the sting of recognition…that is useful information. Each pattern has a repair, and the repair starts with naming which pattern is yours. We offer support for that!

And if you are a hiring team frustrated by the search for a high-quality clinical research candidate, we see the trends and continually update our recruitment process to adapt and refine. That is most of the value of working with a niche firm: we sit in both rooms, hear both sides, and translate. Reach out to find out how we can work together.

The post Why You Are Getting Interviews But No Offers appeared first on craresources.

LinkedIn Groups are one of the most effective tools on LinkedIn for building a professional network, sharing expertise, and discovering new career opportunities. When used strategically, they can help you enhance your personal brand. These groups also afford the ability to connect with industry leaders and stay informed about trends in your field.

According to LinkedIn, active engagement in LinkedIn Groups can improve your visibility, demonstrate thought leadership, and expand your network within your target industries. If you have not yet joined relevant LinkedIn Groups, you may be missing valuable opportunities to grow your career.

Why LinkedIn Groups Are Valuable

LinkedIn Groups function as specialized professional communities. Members share information, exchange ideas, and help one another achieve career goals. Participating in discussions, asking insightful questions, and providing helpful resources can establish you as a trusted professional in your field.

Career development experts, including those at the Society for Human Resource Management, note that active involvement in LinkedIn Groups can lead to concrete opportunities, such as new job offers, speaking engagements, and collaborative projects.

At craresources, we operate our own LinkedIn Group dedicated to the clinical research industry. Members gain access to job search strategies, industry news, and current position openings while engaging with like-minded professionals.

How to Optimize Your LinkedIn Groups Experience

You can customize your notification settings for each LinkedIn Group to ensure you stay informed without overwhelming your inbox. Here is how:

• Access Your LinkedIn Group Settings
• Open the LinkedIn Group homepage you belong to.
• Click the ellipses (…) menu in the upper right corner.
• Select “Update Your Settings”.
• Adjust your Messaging preferences (we recommend toggling ‘Yes’ to allow group members to message you).
• Adjust Communication preferences by selecting the type and frequency of notifications you receive.

Best Practices for Engaging in LinkedIn Groups

To get real value from LinkedIn Groups, you should do more than simply join. Consistent, high-quality participation is essential.

• Be Active: Comment, post, and share relevant resources regularly.
• Add Genuine Value: Avoid overt self-promotion and focus on sharing expertise that benefits the group’s members.
• Build Relationships: Connect with individuals who share similar professional interests and goals.
• Follow Group Rules: Professional etiquette ensures a positive and productive group experience.

Final Thoughts

Whether you want to exchange ideas, discover job opportunities, or grow your professional brand, LinkedIn Groups are powerful tools that, when optimized correctly, can accelerate your career growth.

At craresources, we encourage members to explore the functionalities of LinkedIn Groups, adjust their settings for a personalized experience, and actively contribute to discussions. When used strategically, LinkedIn Groups can help you position yourself as a thought leader, keep you informed about your industry, and expand your network far beyond your immediate connections.

Need some help setting up your LinkedIn Profile or establishing your personal brand? Reach out; we are here to support you.

The post How to Get the Most from LinkedIn Groups appeared first on craresources.

With over 1.1 billion members worldwide in 2025, LinkedIn has evolved far beyond its origins as a basic professional networking site. Today, it stands as a dynamic talent marketplace, offering a robust suite of sourcing tools, AI-driven matching algorithms, and advanced engagement channels. For hiring managers and talent acquisition professionals, true mastery of LinkedIn as a recruitment platform is no longer just about knowing how to use a platform. It is about strategically navigating and leveraging the most influential ecosystem for finding, engaging, and hiring top talent in the digital era. Here is how to use LinkedIn for recruitment effectively, with the latest best practices and features.

Build and Optimize Your Employer Brand

LinkedIn is a great platform for attracting top talent. High-quality candidates hand-select opportunities that align with their career goals. Therefore, to attract quality candidates and boost credibility, companies need to have an engaging company page that shares authentic content about the company culture. It should also clearly communicate flagship products, innovative projects, and share industry insights.

Define the Ideal Candidate Profile

Collaborate closely with internal HR staff, operational managers, and recruiters to define the specific skills, experience, and cultural attributes needed for each role.

You can also use LinkedIn’s data-driven insights to benchmark roles and identify the competencies that will drive success in your organization.

Use Advanced Search and AI Tools

LinkedIn has advanced search filters and Boolean operators to target candidates by title, skills, location, and more. AI-powered recommendations will surface candidates based on keywords as well as inferred relationships between skills and roles.

You will also be able to prioritize candidates with a higher likelihood of interest, as indicated by LinkedIn’s AI-driven engagement metrics. Sounds too good to be true? Metrics show it takes less than 5 minutes on average to find and engage with a qualified candidate on LinkedIn Recruiter. And when you have found candidates that you would like to engage, LinkedIn has AI-assisted messaging that will draft personalized outreach messages to increase response rates and save time.

Post and Promote Jobs Strategically

LinkedIn’s AI tools help craft compelling, keyword-rich job descriptions that maximize visibility and attract qualified applicants. Additionally, the platform makes it simple for candidates to apply, reducing friction and thus increasing application rates.

And if your application rates are lower than desired, you can engage sponsored job posts. Promoting job openings will reach a broader and more targeted audience.

Leverage Your Network and Employee Connections

Encourage employees to share job postings and refer candidates, creating warm introduction pathways that significantly outperform cold outreach. You can also engage with passive candidates by building relationships and keeping your talent pipeline active.

Analyze and Refine Your Recruitment Funnel

LinkedIn enables you to monitor conversion rates at every stage from profile views to replies, interviews, and hires. You can then use these insights to adapt your approach based on real-time analytics and feedback to optimize recruitment outcomes by refining targeting, messaging, and engagement strategies.

In Conclusion

By following these steps on how to use LinkedIn for recruitment, hiring managers can attract, engage, and hire top talent faster and more efficiently than ever before. The integration of AI, strategic networking, and continuous optimization makes LinkedIn the cornerstone of modern recruitment.

The post How to Use LinkedIn for Recruitment appeared first on craresources.

Most of our clients limit their recruitment strategy to a) posting the position and b) contacting us. 

When are these two steps enough? And when will they fall short when it comes to attracting top talent? 

While a simple definition of a recruitment strategy is a plan for identifying and hiring high-quality resources for your open positions, it is important to understand an effective strategy goes well beyond that. 

An effective recruitment strategy starts with a review of your company’s online reputation and perceived brand.  

Analyze Your Company’s Online Reputation

In today’s digital age, it is easy for employees to broadcast negative comments or write damaging reviews on your company. These types of websites (think Glassdoor and other similar forums) have changed how many people search for positions. 

I recommend you have a standard schedule and process to search for comments or reviews on your company—just like a potential candidate would. When you find online feedback, respond appropriately. 

Not defensively. Appropriately. Answer the reviews in a professional and problem-solving way, showing that you, as a company, are open to continual feedback and constant improvement. 

Alternatively, consider fostering a campaign to encourage your team members to share behind-the-scenes content about the company to demonstrate that it’s a desirable place to work. You can do this by publicly recognizing team members for their accomplishments. For example, post a ‘team member of the month’ on LinkedIn, giving public kudos for their work effort. You can highlight awards, new certifications, completion of degrees, or other achievements. Other team members will jump into the celebration and this positivity will draw applicants to your company.

You can also consider adopting hashtags. L’Oreal and its global employees use hashtags like #lifeatloreal, #meettheinnovators, and #lorealproud on Instagram to paint a picture of what it’s like to work there.

Fine Tune your Company’s Brand

Your company’s brand should be positioned to attract talent as well as clients. Employer branding is a key part of your overall recruitment strategy as it will impact candidates’ perception of you as a potential employer. When developing a brand to attract high-quality talent, consider questions such as: 

• Why would someone want to work for this company?
• What diversity and inclusion goals does the company have?
• What percentage of your current employees would recommend your company as a great place to work?
• What perks, rewards and benefits does the company offer to their team members in exchange for strong performance? 

The answers to these questions should align with the business’s mission, vision, culture, and philosophy. Once you have answers to these questions, check that your business’s “about” page, social media profiles, and advertisements align with these details.

Another great way to enhance your employer brand is to post content that shows your company is actively engaged in activities that reflect the company’s values. For example, if your company supports a specific charity or cause, share photos or videos of a recent campaign that your organization spearheaded. 

Diversify Your Hiring Strategies

It can be challenging to fill highly skilled roles; especially when the roles require specific degrees, licensure, or specialized experiences. By diversifying your hiring strategies, you can reach a broader group of jobseekers while enjoying multiple benefits:

• A larger candidate pool enables you to select from an increased number of applicants who meet your requirements. 
• More choices in qualified candidates means a shortened hiring cycle.
• You will experience an increased company awareness which will expand to potential clients as well as prospective candidates. 
• A shorter recruitment lifecycle will reduce hiring costs. And when you have more high-quality candidates to choose from, you don’t have to settle and you can reduce your attrition rates. 

Here are some approaches that you should consider adding to your recruitment strategy. 

Create captivating job descriptions.

Your job descriptions should speak to the company’s brand. They should be professional but show the company’s culture and personality. Writing a unique yet thorough job description is an important step in your recruitment strategy. 

When drafting your job descriptions: 

Pay particular attention to titles. 

Some experts will tell you to make titles as specific as possible. But in our industry, titles aren’t consistent across companies, so being too specific may limit your candidate pool. 

On the other hand, you should consider what your ideal candidate is searching for. In this case, the more accurate your title, the more effective you’ll be in piquing the interest of quality job seekers.

So use your judgment, being sure to captivate the function of the position in your title. 

Sell the position in the opening summary.

When writing the position’s summary, consider the primary reasons someone is actively or passively looking for a new position (outside of being unemployed, of course).  

Does the position offer growth potential? Sell it. Is the company stable and well-recognized in the industry? Sell it. Are the team members collaborative, creative, and innovative? Sell it. Provide a summary that will excite job seekers about the position, team, and company. 

Ensure your Job Description is thorough.

While no state or federal laws require you to have a job description, know that when you do provide one, there are multiple legal requirements to consider. 

The Americans with Disabilities Act (ADA) advocates that every job description must cover a complete list of essential functions. Be sure to outline the required hard and soft skills and always include the role’s core responsibilities. I also like to explain how the position fits into the organization. 

The goal is to give potential candidates enough information for them to visualize themselves in the role. 

Don’t underestimate social media. 

I think it is smart to leverage social media to source talent, advertise jobs, and communicate with potential candidates. Our firm experiences great success in finding quality talent on LinkedIn. And the plus is that we can build a network of exceptional professionals who will quickly respond to future job posts. 

Note that the ‘network’ term is key. Recruiting through LinkedIn has enabled us to facilitate two-way conversations with potential candidates. We can share postings with our entire network and often our network will refer colleagues they know will be a perfect fit. 

Other industries strongly leverage platforms such as Facebook and X. But before you start posting job descriptions on social media, make sure your company’s presence on relevant social media platforms properly represents your brand. 

Implement an employee referral program. 

Ask your current team members who they know that may be a perfect fit. There are several reasons this is a terrific idea:  

• Your team members will appreciate being engaged. Respecting their recommendations is a terrific way to empower them to influence the team’s direction. 
• Employees hired through a referral program tend to stay at the company longer, thus reducing your attrition rate. 
• Internal referrals will reduce recruiting costs by eliminating the need to advertise the position or pay a recruiting fee. 
• When your employees reach out to their network, your brand gets boosted, which means more candidates and clients will become aware of your company. 

Consider offering a finder’s fee for employee referrals. You can even make it fun by setting up a contest so more employees become excited about providing referrals. 

Revisit previous “not the right fit” candidates.

When you treat applicants well by continually providing status throughout the process, you build a fan base of candidates. And when you respect them enough to reject them honestly and gracefully, you can easily contact them for future positions. 

After all, just because an applicant wasn’t the right fit for a past position doesn’t mean they aren’t a perfect fit for a current job opening.

It is smart to capture applicant details so that you can compile a database of candidates from past job openings. You should also add notes from past interviews. You can then search through this talent pool to find candidates who are qualified for your current roles, even if they weren’t a good fit in the past.

Engage passive candidates.

Your recruiting strategy should include searching for actively looking candidates as well as passively searching candidates.  Passive candidates are those who are currently employed and therefore not actively in the job market.  However, they can be your dream hires. 

Why? 

Because they don’t need a new job. They will decide to work for you because they see the true benefits of the position and/or company. And, of course, this is what you want!  When a candidate chooses your opportunity because it aligns with their career objectives, it is a win for all involved. 

When Should You Review Your Recruitment Strategy?

Always. Strategically, you want to appeal to top talent the same way you attract and captivate new business. 

Analyze how your company differentiates from its competitors. Treat the applicants with respect, ensuring they have a positive experience. Tweak the recruitment process as necessary while staying true to your company’s vision, mission, and goals. 

And reach out to craresources if you need help. We can help you create or improve your current recruitment strategy.

The post What is your CRA Recruitment Strategy? appeared first on craresources.

Diploma mills have been in operation for decades. Just last December, a story reported that non-accredited Florida nursing schools sold 7,600 fake diplomas. Defendants linked to the Palm Beach School of Nursing participated in a scheme to sell phony academic credentials so that individuals could apply for a nursing license without completing required clinical instruction and coursework.

Another jarring story broke several years ago when CBS outed physicians holding fake degrees from Corllins University, a known diploma mill.

Imagine your mother or child being treated by someone who purchased an MD or nursing degree instead of earning it! 

The Trend of Fake Degrees

While the above reports are frightening, they represent an ongoing trend. Unfortunately, it is easy for individuals to represent they have a degree when they don’t. It is fast and relatively inexpensive for individuals to purchase a bachelor’s, master’s, or doctorate from diploma mills. Diploma mill applicants are not required to complete coursework, and while some diploma mills require the individual to complete a quick “life experience” survey, the only firm requirement to obtain a degree is to pay the fee. 

Havocscope is an online organization that monitors black market products and activities, and they report that selling fake diplomas as a ‘product’ is currently a 1 Billion dollar industry! They also state that bachelor’s and master’s diplomas can be purchased for around $500. And according to John Bear and former FBI agent Allen Ezel in “Degree Mills: The Billion-Dollar Industry that has Sold Over a Million Fake Diplomas”, it is estimated that more than 50% of individuals claiming to have earned a PhD purchased a fake degree from a diploma mill.

The most frightening aspect of someone falsifying their education is that a 3rd Party Background check may not identify degrees from Diploma Mills. 

What are Diploma Mills?

Diploma Mills operate without supervision from a state or authoritative agency, therefore they do not meet educational standards. Some of these institutions will claim accreditation from non-recognized agencies to make them appear valid. However, don’t let an ‘accreditation’ fool you as there are hundreds of fake accreditation agencies, which makes it more difficult to tell which educational institutions are real.  

Get Educated is currently tracking more than 300 active diploma mills. The FBI established a dynamic Wikipedia site that tracks over 400 Diploma Mills with another 300+ websites offering counterfeit diplomas.

Many diploma mills look authentic because most of them have a professional-looking website. They also have staff who answer phones and verify the Job Seeker “earned” the degree listed on his/her resume, making it virtually impossible for a 3rd Party Background check to identify the degree is fake. Some of these diploma mills even have online databases where you can enter the Job Seeker’s name and instantly “validate” the degree purchased.

How Do You Spot A Fraudulent School Or Degree?

Accreditation is important. 

Valid educational institutions should have proper accreditation. For example, in the US, when a job description requires a degree, the unspoken requirement is that you have obtained a degree from an accredited university.  

Said differently, a bachelor’s from a non-accredited university (or a university accredited by a fake accreditation agency) will not qualify you for a position that requires a bachelor’s degree. In the US, most often the accreditation expected will be from a regional agency. The six regional accreditation boards in the US are:

• • MSA – Middle States Association of Colleges & Schools
  • NASC – Northwest Commission on Colleges & Universities
  • NCA – North Central Association of Colleges & Schools
  • NEASC – New England Association of Schools & Colleges
  • SACS – Southern Association of Colleges & Schools
  • WASC – Western Association of Schools & Colleges

You may also see educational institutions with national accreditation, but these aren’t viewed to be as rigorous as the regional accreditation agencies. The three most common national accreditation agencies are: 

• • Distance Education & Training Council (DETC)
  • Accrediting Council for Independent Colleges & Schools (ACICS)
  • Accrediting Commission of Career Schools and Colleges (ACCSC)

There are also specialty accreditation agencies for theology training programs and careers governed by state licensing boards. 

While it is good advice to be familiar with the types of accreditations available, the easiest way to tell if a US-based educational institution is accredited is to contact the Council for Higher Education Accreditation (CHEA) or the US Department of Education (USDE). We use the US Department of Education’s Database of Accredited Postsecondary Institutions and Programs (DAPIP) to validate someone’s US Degree.

Confirm the educational institution offers the degree. 

Once you confirm the school is accredited by a valid accreditation agency, verify that the degree is offered by the institution. For example, a CRA candidate listed a Bachelor’s in Chemistry from a small school I hadn’t heard of. After confirming the school was accredited on the DAPIP site, a quick phone call confirmed the school doesn’t offer a Bachelor’s in Chemistry. 

Demand Clarity

The Government Accountability Office reports that their: “ability to identify degrees from unaccredited schools is limited by several factors. First, diploma mills frequently use names similar to those used by accredited schools, which often allows the diploma mills to be mistaken for accredited schools. For example, Hamilton University of Evanston, Wyoming, which is not accredited by an accrediting body recognized by ED, has a name similar to Hamilton College, a fully accredited school in Clinton, New York. Moreover, federal agencies told us that employee records may contain incomplete or misspelled school names without addresses. Thus, an employee’s records may reflect a bachelor’s degree from Hamilton, but the records do not indicate whether the degree is from Hamilton University, the unaccredited school, or Hamilton College, the accredited institution.”

Always ask for additional information when a candidate lists an institution that has a similar name to others. For example, there are over twenty valid institutions with ‘Cambridge’ in the name, but according to the FBI’s listing of Diploma Mills, there are three that are known to be fraudulent. 

You also want to demand clarity when a candidate lists an educational institution but no degree, a degree without a year of graduation, or a degree without a specific area of study. Examples include:

• • Faber College; 1989 – 1992 (what degree?)
  • Faber College, BS Chemistry (what year?)
  • Faber College, Bachelors of Science; 1992 (BS in what?)

Other things to watch for:

Always compare degrees listed on the Job Seeker’s Social Media profiles to what they have stated on their resumes. You should also compare older resumes to newer ones. We often see where the candidate will change their degree in order to appear more competitive. 

International degrees can be tricky. Unfortunately, no single authority oversees the recognition of foreign degrees in the US. And while we have several clients who accept foreign degrees, we have just as many who don’t.

While I would NOT recommend you refuse candidates based on the origin of their degrees, I do advise that you be extra diligent when validating degrees obtained in other countries. 

Resources to Help Identify Diploma Mills

The key is to know what to look for and what questions to ask to validate the Job Seeker’s education. Here is a listing of the resources referred to in this article: 

• • US Department of Education – Diploma Mills and Accreditation Resources and Publications. 
  • The US Department of Education’s Database of Accredited Postsecondary Institutions and Programs (DAPIP)
  • Wikipedia’s list of unaccredited institutions of higher education.
  • Get Educated’s current list of active diploma mills.
  • Wikipedia’s list of unrecognized higher education accreditation organizations.

Quick Note About Certifications

Many clients and candidates ask about certifications. I am a fan. But be careful because there are many fake organizations offering certifications. I ran across one the other day that was charging three times as much as an industry-known certification from the ACRP, SOCRA, or IAOCR…and they didn’t even define the CRA role correctly. 

It is smart to obtain an industry certification or accreditation but stick with reputable organizations. 

Need Help?

Reach out to craresources. We are happy to help where we can!

The post The Rise of Diploma Mills and Fake Degrees appeared first on craresources.

I feel most of our clients undervalue the importance of job descriptions. Most hiring managers view them as an advertisement…and since it takes a lot of effort to craft one, why invest the time? Especially since there are no state or federal requirements to provide job descriptions for most positions. 

While a clear and detailed employment post can help attract high-quality candidates, job descriptions serve a much larger purpose within your organization. When written properly, they can ‘save your bacon’ when it comes to ensuring compliance with local and federal employment laws. They can also be useful as an interview tool, setting employee expectations as they transition into their new role, gauging employee performance, and offering protection from wrongful termination suits. 

For this week’s podcast, we team up with one of our favorite HR Professionals, Ruth Kelly. Ruth provides a wealth of knowledge surrounding the benefits of a well-written job description. She outlines the difference between an internal job description and a job post and then provides guidance on how to write job descriptions that will keep you compliant. 

Still not interested in investing the time to create a job description? Contact us – we are happy to do it for you!

Listen to Secrets of a CRA Recruiter on:

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The post Podcast: Why Create Job Descriptions? appeared first on craresources.

“Angela, you know we don’t have a CRA job description,” my client said.  “Just find me several great CRAs…you know what to look for.”

She had a point. I and my team had provided CRAs to her for over a decade. So yes, I knew exactly what specific skills and qualities she needed in her next CRAs. However, like many hiring managers, she only saw the job description as something that needed to be created to advertise the open position. 

But the value of a well-written CRA Job Description goes well beyond using it as an advertisement for new talent.

The Benefits of a Well-Written CRA Job Description

Job Descriptions Will Save Time

Many companies use job descriptions as bait. These hiring teams operate on the assumption that receiving more candidates is better. After all, having more candidates to choose from means you have a better chance of hiring a great-quality team member.  

Right? 

I disagree. If your CRA job descriptions are vague or confusing, you will be leafing through hundreds of resumes submitted by underqualified individuals instead of attracting applicants who meet your desired prerequisites and qualifications.

Well-written job specs should be clear in terms of your firm requirements. For example, instead of stating “Must have previous experience as a CRA with a Sponsor”, state “A minimum of three years’ experience as a Field CRA with a Sponsor or CRO is required.” 

Ensuring your requirements are concise and measurable will a) keep a large percentage of underqualified candidates from applying, b) enable you and your sourcing team to reject underqualified candidates objectively, and c) help you quickly identify the top candidates you would like to progress. 

Job Descriptions Can Save Money and Reduce Attrition

Are you experiencing a higher-than-desired attrition rate in a particular role? Consider examining the role’s job description. If your CRA job description doesn’t specifically outline the actual duties and responsibilities of the position, the person you hire is highly likely to leave. 

Why? Because high-quality CRAs know exactly what they are looking for. These great candidates will apply to your job posting because something in that job description resonates with them. And if your new team members aren’t experiencing what they believe they signed up for, they will not stay. 

The net is this: if your job description isn’t accurate, you will find yourself repeating the process of advertising, interviewing, and training another new employee.

Job Descriptions Enable a Stronger Screening Process

A well-written CRA job description can be (and should be) transformed into an interview template that thoroughly and objectively captures the data needed to make an informed hiring decision. 

Use it to conduct prescreening. 

Hiring teams will typically perform a prescreening assessment before progressing a candidate to an interview. The most effective prescreening methodology is done by using the job description to create a simple checklist of items that can be objectively answered yes or no and then comparing that checklist to the candidate’s resume. Some examples of yes/no questions: “Does the candidate hold a Bachelor’s in a Life Sciences field?” or “Has the applicant gained at least three years’ experience as a CRA for a sponsor?” 

Because the prescreening step is shorter and less comprehensive, less skilled team members can perform the task, thus saving the primary interviewers’ time. This step also shortlists candidates who meet most or all of the requirements outlined in the job description. And of course, this means interviewers will only spend their quality time interviewing candidates who are a stronger fit.

Use it to create a behavioral interview template. 

The behavioral interviewing method is used to learn how a candidate has responded to previous situations. The theory is that the candidate’s past conduct is a strong predictor of their future performance in a similar and relevant scenario. In other words, behavioral interviews provide hiring managers with an idea of how well a candidate should perform the tasks of the role. 

The Job Responsibilities section of a CRA job description can easily transform into a behavioral interview template. This is important for hiring managers because you can dig into scenarios that directly relate to your current hiring needs. Here are a couple of examples: 

• If the job responsibility states: “Assist with the development of study manuals, CRFs, monitoring standards, site study tools, and other study materials as required”
  • Consider translating it to this question: What experience do you have in the development of study manuals, CRFs, or other related study materials? 
  • It could also translate to: What study materials have you developed to support yourself or peers on a project? 
• If the job responsibility states: “Develop and implement site recruitment, selection, and initiation plan”
  • Consider translating it to this question: Describe where you have developed and implemented a site recruitment plan. What were your challenges?
  • It could also translate to: Tell me about a time when you helped to select and initiate sites for an upcoming project. What was your role?

Job Descriptions Keep You And the Candidate Compliant

Multiple state and federal laws surround the practice of hiring and firing employees. Creating a job description that satisfies legal requirements protects your organization from potential hiring issues. 

Additionally, job descriptions that clearly outline essential duties will help applicants understand what you expect from them once hired. It can provide clarity on responsibilities as well as provide a framework to evaluate the new team member’s performance. Alternatively, it can help identify areas where additional training may be needed if the new team member isn’t meeting expectations. 

How to Write a Great Job Description

Before writing the job description, take the opportunity to assess the vacant position. Was the position functioning ideally or as it was intended to function? Think about what the job would look like with the optimal candidate and redesign the position as required.  Here are some tips to make your job description both superior and effective.

Highlight the Company

A well-crafted job description will always provide a short overview of the company. Many job seekers want to work with companies that represent a cause or are involved in their community. Therefore, be sure to outline the company’s mission or other traits that give potential applicants an idea of what it will be like to work with your team. 

Many hiring managers also choose to include vital statistics, such as the company’s current size and projected growth. The goal is to provide potential candidates with a better understanding of where the company is headed.

Include the Job Title, Role Within the Organization, and Working Relationships

While providing the official name of the position is important, providing information regarding the department or team will make the position seem more desirable. You should also explain how the position ties into the overall goals of the company, as well as who the candidate will be working with. 

Here is an example: As a Senior Clinical Research Associate (CRA) within our Thyroid Cancer Division, you will work closely with our clinical operations team to create a cure for this rare cancer. The Senior CRA reports to the Global Clinical Trial Manager and will work arm-in-arm with other Senior CRAs across North America.

Outline the Main Job Duties and Responsibilities

As discussed above, the essential duties of the role must be as clear and concise as possible. High-quality candidates are less likely to apply to a generic job description but are attracted to positions that align with their career goals. 

Which is what you want. 

This section will outline the day-to-day tasks and responsibilities of the job. Note that you will create your behavioral interview template from this section.  

List Required and Preferred Qualifications

Directly following the job duties and responsibilities section should be the prerequisite and requirements section. This section includes the years of experience, prerequisite positions held, necessary skill sets, degrees earned, and any certifications or memberships candidates should have. 

We recommend you have two qualification sections – one for required qualifications and one for preferred or highly desirable qualifications.  

One thing to note – remember that ‘location’ is a requirement. If you require that someone is able/willing to travel into an office or be available during certain business hours, be sure to add that as a firm requirement here. 

Compensation

We are seeing fewer companies list their compensation range but I recommend you include it. Listing the salary range and relevant benefits will help eliminate those candidates outside of your budget. 

If the position is an unpaid internship, be sure that it meets government labor requirements.

Special Working Conditions

Examples of special working conditions include odd hours, on-call responsibilities, and other abnormal tasks or physical duties. If special working conditions exist, they should be made known from the beginning. Putting these out in the open will ensure that the candidates who apply are serious about the position regardless of working conditions they might not be used to. 

Include Information That Will Make the Position More Attractive

Last but not least, include information that will make the position even more attractive to potential applicants. This section may offer information on benefits, training, travel, and advancement opportunities. This is also a great opportunity to show some extra perks of working for your company, such as casual dress, the ability to work remotely, and any discounts employees may receive on company or affiliate products. 

You can also use this section to describe your ideal candidate.  

Don’t Forget To Provide Application Instructions

Always include application instructions. Not only will these instructions serve their obvious purpose, but you can then see who has the ability (or inability, per se) to follow directions.  

It can be a frustrating and challenging task to replace a team member, but writing an effective and attractive job description is the first step in finding high-quality candidates. Have questions or need support? Let craresources help you with your CRA hiring needs. And yes, I will gladly write your Job Description for you. 

The post The Value of a Well-Written CRA Job Description appeared first on craresources.

As we continue the discussion on how to identify fake job applicants and applicants representing a fake background, I am constantly asked, “But why not just call and verify past employment?” Seems like a reasonable question, doesn’t it?

Many Clinical Operations Managers who are aware of the candidate fraudulence epidemic feel they are protected because their company does background checks. I agree that you should do background checks. But conducting background checks and employment verifications isn’t always going to protect you from candidates who present a fake background or job history. 

Here’s why…

The Existence of Non-Existent Fake Companies

Never assume the companies listed on candidate resumes are real businesses. And be aware that these ‘fake companies’ have folks who will answer the phone and “verify” employment. We first noticed this trend in 2010 when candidates from certain “companies” consistently failed our competency assessments. As we dug deeper, we realized the companies didn’t exist and that the candidates were fake job applicants who were using these bogus companies to represent monitoring experience they didn’t have.

To date, we have identified 47 of these phony companies…with an additional 119 classified as highly suspicious. The trend of candidates using fake companies on their resumes is one of the most elusive and alarming trends we have seen.  

Why?

Because it is sometimes hard to identify that a company is fake (which is why we have so many categorized as highly suspicious). These shell companies have websites, and the individuals who establish these counterfeit companies trick Google into assigning locations to them. Business Insider first reported on this issue in 2015, not only confirming what we were already seeing in our industry but also blowing the whistle on an organization that admits to creating hundreds of phony companies.  

And don’t underestimate how committed these fraudsters are. Not only do they have staff members who answer phones to “verify” employment, but for an additional fee, they will provide positive references from “past supervisors”.

How to determine if a company is real:

It is easier to confirm that a company is real than it is to prove it is fake. However, there are specific steps you can follow that will provide insight into a company’s validity.  

Check State Registrars.

As a rule, if you have never heard of a company, you should search for its registration. If a company has legitimately been organized, it will be listed on the appropriate state’s registry. However, realize that companies do not always have to register their business where the business resides. For example, our company’s headquarters is in Florida, therefore, our business is registered with the state of Florida and can be found on Florida’s Division of Corporations site. But we were once registered in Georgia and would also be qualified to register in the state of Delaware. 

So, while you want to start with the state where the company’s headquarters is located, you may have to broaden your search if you want to rule out fraud. 

This brings us to Manta and OpenCorporates.

If searching the Secretary of State or Divisions of Corporation site for the state where the company resides doesn’t yield results, consider using the Manta Business Directory. Manta scrapes each state’s corporation database and also allows companies to register with them directly. While not as reliable as the Secretary of State listings, it can be a good resource if you are unsure which state a company may be registered with.

One of my personal favorites is to use OpenCorporates.  Their database consists of filed corporations across the globe and is extremely accurate. However, if you use this resource often, you will be required to pay a membership fee. But if you hire CRAs, the fee is worth it. 

What isn’t likely to be found:

Fictitious Names and Trade Names can be difficult to trace. For example, while you can easily find our corporation name on our state’s corporation site, you won’t be able to find our trade name. This means that while trade names are required to be registered, they aren’t easily searchable like corporation names are. Much like single-member LLCs, they can be difficult to track down and even more difficult to prove as fraudulent. 

What happens if you can’t verify that the company is real?

If you are unable to verify the legitimacy of a company through a corporation search, you can certainly research its online activity. 

Start with a LinkedIn presence. While not all valid companies have LinkedIn, if the company does have a LinkedIn presence, you will be able to gain insight into its validity. Start by assessing how fleshed out the company’s profile is. Then, take a look at the individuals who are connected to it, along with their titles, etc. You should know that anyone can build a fake LinkedIn company page and have many people connect to it, but real people will be posting as well as sharing information about company milestones. LinkedIn companies also include an Insights tab that will show a history of employees connected to it.   

If the company is a sponsor claiming to conduct trials in the US, you can also check out clinicaltrials.gov. Just be aware that not all studies are required to be on this government site. You can also search for press releases, and check out other resources such as Crunchbase. 

We also keep a history of companies we can’t verify (note the 119 companies I referred to as ‘suspicious’ at the beginning of this section).  Let’s just say that trends will start to reveal themselves if you just track history. 

Even if the Company is Real, Be Diligent in Background and Reference Checks

I am finding more and more companies failing to conduct thorough reference and background checks. And here’s the problem…often, the operations managers don’t know these important steps are being skipped or side-stepped. 

If you are an operations manager, find out what the background and reference check processes are.  We provide some important items to consider in a different article, but here are a few important things to confirm.  

See if there is a financial threshold for background checks. 

I just spoke with someone last week who told me their HR would only pay for a ‘first level’ employment verification. Some of our larger industry CROs and Sponsors require a verbal employment verification, and background check companies will charge extra for that extra step. 

In this particular instance, my friend told me that she had gut churns when interviewing the candidate and was counting on the employment verification to either confirm or deny her suspicions. She didn’t know human resources wouldn’t conduct an employment verification if it required an extra charge. Unfortunately, sidestepping this employment verification resulted in a bad hire. She later found out that the individual had never worked with the large CRO represented on his resume.  

Being thorough in the background check would have avoided the situation.  

Find out if there is a limit to how much your company will spend on any aspect of the background check. Keep in mind that a thorough background check goes well beyond a criminal history and employment verification analysis. If there is a threshold set for any portion of the background check, either obtain permission to exceed that threshold or speak to your leadership about alternative methods of obtaining a thorough result. 

Always do both. 

Companies will often skip reference checks, but as noted above, background checks aren’t always effective. Because of our experience with fake job applicants, we actually put more stock in reference checks if done properly.

Especially when it comes to confirming the experience of contractors. Just know that background checks aren’t going to be effective in some instances, and reference checks aren’t effective in others. Do both, and you will increase your chances of confirming the candidate’s qualifications. 

Reference checks should always be verbal. 

Why? For two reasons. First, references can be easily falsified. Fake job applicants will go to great lengths to represent someone as a past clinical operations manager when they are really a sister, a wife, a friend, a colleague, or someone from their ‘fake company’ arrangement. 

Business emails can be spoofed, so even if the candidate is using an email from a well-known company domain, don’t assume it is valid. Create a reference template that includes open-ended questions that cover hard and soft skills. Then, verbally speak to each reference. Verify the candidate’s title, the dates they worked together, and the company where they worked together. Then, dig into the reference questions. Be sure to listen with your ears and with your gut. Pay attention to what they are saying as well as their pauses while also tuning into energy shifts. If you are ‘using your gut’ during these calls, you will be able to feel it if something is amiss.

This brings me to the second reason why you want to check references verbally. People are more likely to be forthcoming with the truth when in a verbal discussion versus responding to a questionnaire through email. When you ask a direct question, honest people will want to answer it. They may still pause, but they will still be more honest with their answers.  

Was the Company in Operation when the Candidate ‘Worked’ there?

I just had an applicant whose resume showed she was employed by a company two years before it was formed. We also consistently see folks state they worked for a company after it was no longer in business. Always make sure the candidate’s employment dates align with when the companies were active so that you can catch fake job applicants who claim they worked for a company before or after the company existed.

We have also seen a strong trend where candidates list multiple companies on their resumes that did exist but have been acquired or gone out of business. This act alone doesn’t necessarily mean fraudulence, but digging deeper to verify employment can be a challenge. And in some instances, impossible. 

In Conclusion

You are probably thinking that being thorough with background checks (especially employment verification) and references is a lot of work.

It is.

We analyze every candidate who crosses our threshold using the above steps. Every time. Being thorough in our approach is how we have been able to identify that approximately 60% of the candidates applying to our open positions are fake job applicants. This qualification process is time-consuming and can be overwhelming. But it is important because our practice of being thorough has enabled us to build history on candidates and identify fake companies. 

It takes time to identify those candidates who are valid. And while it isn’t always possible to prove that a candidate is fake (until it is too late), knowing who is ‘real’ and truly qualified is extremely important.

Make sure you and your leadership team are diligent because fake job applicants can pass a background check. If you see something that seems off and would like our advice, just let us know. We are here to help! 

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