In the new job landscape, I’m afraid we might be leaving hiring managers in the dust. After all, as the job market continues to evolve, those looking for work need as much direction as possible— and career experts know this.

“If we don't get the people thing right, we lose; it is the most important thing in all of business,” said Jack Welch, retired CEO of General Electric Company, who was named “Manager of the Century” in 1999 by Fortune Magazine.

When starting a business, an up-front investment is necessary to hire the talented personnel, acquire the appropriate equipment and instrumentation, and secure the space required to operate the new business successfully.

In the great global game to woo and win scientific talent, more employers are extending non-cash motivators as the proverbial carrot. Attracting and retaining talent without pay increases is absolutely a discussion people are having.

Examining four common perceptions that scientific professionals have of staffing companies.

Of late, designers and operators of laboratory spaces are beginning to encourage clients to consider an unusual and often unconsidered aspect of research facilities: how laboratory design and amenities contribute to a research organizations ability to attract and retain top scientific talent.

From screening job candidates to benchmarking laboratory performance and energy use, today's lab managers have a cornucopia of online tools to choose from.

What leads individuals to pursue a career in freelancing? What do they find most appealing about free-agent work in the scientific industry? In order to better understand the positives of contract scientific employment, Rich Pennock interviewed four former and current freelance scientists.

For most laboratories, turnover is low and tenures are high, so the opportunity and necessity to conduct interviews is limited. But, when it's necessary, the author argues that behavioral event interviews work best because the questioning format requires on-the-spot self-analysis that is difficult to prepare for except through life experiences.

Along with building relationships with experienced employees, managers can help new employees feel welcomed before they even begin working with a proper onboarding process.