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Clinical Brokers E Brochure
1. our company
Clinical Brokers is a full service staffing solution The Brokers Group, Ranks No. 398 on the 2006 Inc. 500 With Three-Year
dedicated to providing qualified professionals to our Sales Growth of 361.8%
clients. We are a complete resource devoted to assisting
Inc. magazine recently announced its
companies with their needs in clinical staffing. Our
25th annual Inc. 500 ranking of the
success is a result of strong partnerships built with our
fastest-growing private companies in
clients in order to understand each corporate structure
the country. The Brokers Group, a
and how our candidates can contribute to their business.
leading IT and Clinical Trials staffing
In addition, our solid relationships with our candidates
company, ranks No. 398 on the list,
allow us to find the best suited environment and
with three-year growth of 361.8
opportunity for each individual.
percent.
Our company was founded on the premise that Quality
people mean Quality solutions. Clinical Brokers is
composed of an all-star consortium of staffing/solution
professionals, highly respected throughout the industry.
THE BROKERS GROUP IS ONE OF THE TOP 50 FASTEST GROWING
Our knowledge and relationships constitute over a
COMPANIES IN THE STATE OF N.J.; Recognized by NJ BIZ
decade of experience generating incredible value to
clients and candidates alike. Since our inception, Clinical
The Brokers Group was recently
Brokers has developed a core business model that has
named one of New Jersey’s
been the cornerstone of our success… Intelligent, timely,
Finest, recognition of the firm as
cost-effective and responsive solutions procure long,
one of the fifty fastest growing companies in New
lasting, and mutually rewarding relationships.
Jersey. New Jersey’s Finest honors the states 50
fastest growing companies as dynamic businesses that
Clinical Brokers provides Consulting/Contract, Temp to
have significantly contributed to the strength of the
Perm, Full Time Permanent, and Project Outsourcing
economy. Companies are ranked according to revenue
Solutions. Our thorough candidate pre-screening process
growth over a three-year period.
allows us to present the most qualified professionals for
any financial staffing need. We immerse ourselves in our
client’s culture, becoming a value-add partner in their
solution.
THE BROKERS GROUP IS ONE OF THE FASTEST GROWING NEW
BUSINESSES IN THE U.S.; Entrepreneur and Pricewaterhouse Coopers
Announce Hot 100 List
news The Brokers Group was recognized by
Entrepreneur Magazine and
CEO DAN REYNOLDS NAMED ERNST & YOUNG
Pricewaterhouse Coopers as one of
ENTREPRENEUR OF THE YEAR® FINALIST
the nation’s fastest growing new
Congratulations to Dan Reynolds, a businesses. Included in an impressive
Finalist for the Ernst & Young list of service industry companies in
Entrepreneur Of The Year® 2006 staffing, advertising and consulting, the total combined
New Jersey program. The award sales of the Hot 100 for 2006 reached $1.7 billion. The
recognizes and celebrates complete Hot 100 listing is in the June 2006 issue of
outstanding entrepreneurs and Entrepreneur magazine and can be found online at
business leaders in New Jersey. www.entrepreneur.com/hot100.
Dan is one of only 32 Finalists chosen from a pool of
177. Finalists demonstrated excellence and
extraordinary success in innovation, financial
performance, and personal commitment to their
businesses and communities.
2. Service Offerings
• Temporary/contract staffing solution
• Contract to hire staffing solutions
• Direct hire solution
• Payroll and referral staffing solutions
• Human capital solutions
TBG Advantage
At Clinical Brokers, our product is not the people we place. It is the methodology we relentlessly and
consistently execute to ensure we are providing the RIGHT fit, the FIRST time, EVERY time. Our 7 step
engagement process enables us to customize the appropriate solution that addresses the specific and
unique challenges in your effort to attract and retain Human Capital. Through this client intimate
approach, we are able to decrease the many costs associated with procuring human capital.
• Labor Market Analysis
• Cost Analysis
• Realistic Job Preview
• Success Profile
• Sourcing Strategy
• Standard Screening Process (SSP)
• Performance Management/ Service Level Agreements
Talent Acquisition and Retention
Clinical Brokers believes we have an obligation to both of our clients, the customer and the candidates.
Our SRP (Standard Recruiting Process) focuses on building and intimate relationship with the clinical
research/life sciences Talent pool and placing them in their ideal career opportunity. Executing our
Resource Building, Resource Management and Redeployment processes, we are able to provide both
quality and speed to market.
Areas of Specialization
• Pre-Clinical/Drug Discovery
• Clinical Program Development
• Clinical Operations
• Drug Safety
• Product Surveillance
• Risk Management
• Regulatory Affairs
• Clinical Data Management
• Biometrics
• Pharmacoeconomics
• Product Development
3. The Brokers Group
Princeton, NJ
www.thebrokersgrp.com
Technology and Clinical Trial Consulting
Dan Reynolds – CEO and Founder
September 2006 Ranked: # 398
Growth: 361.8% over three years
5. 2006 Ernst & Young
Entrepreneur of the Year
Finalist
DAN REYNOLDS, founder of theBROKERSgroup, views his life as an quot;uncompromising
and deliberate pursuit of love, success and wealthquot; for himself and all those that come in
contact with him.
Dan started the company in 2001 to provide senior-level staffing solutions to mid-to-large
size employers in the information technology and clinical trial industries. Dan saw that
existing companies were not able to guarantee clients flexible staffing, quality hires,
screening, training and reporting, so he created a better alternative.
The company that Dan wanted to build was a new kind of staffing firm, focused on long-
term relationships. It had to be organized around meeting client demands, requiring high
investment, complex infrastructure and a willingness to defer fulfillment.
Dan started the company at the age of 27, with his family's life savings and without
drawing a salary for a full year. Although he faced all the usual challenges of a young
businessman, he says the added pressure to prove himself is part of what makes him
succeed.
The firm focuses on two growth industries: information technology and clinical trials. Its
technology division places senior-level technology architects, project managers, developers,
database system developers, infrastructure personnel, business intelligence and enterprise
research consultants. Its clinical division provides senior-level medical writers, clinical
research associates, clinical data safety experts, statisticians/bio-statisticians and clinical
database managers.
Five years after its launch, theBROKERSgroup has achieved an impressive 88% rehire
rate of those clients it serves, a testament to the high quality of the professionals they
obtain for clients.
With results like these, Dan should easily reach his goal of expansion across the northeast,
adding 90 more people within the next five years and building the next great staffing
company.
6. New Jersey’s
2006
Honoring Fifty-Fastest Growing Companies
Congratulations to the 2006 New
Jersey's Finest, honoring fifty
fastest growing companies!
The Brokers Group
Princeton, NJ
www.thebrokersgrp.com
Dan Reynolds – CEO and Founder
The companies are ranked according to
revenue growth over a three-year period; both
dollar and percentage increases were taken
into consideration.
7. The Brokers Group
Princeton, NJ
www.thebrokersgrp.com
Technology and clinical trial consulting
Dan Reynolds – CEO and Founder
Began: June 2001 w/o employees; now 70 employees
June 2006 Success Secret: Make company culture a strategic
goal. Find a voice for all employees, and build a team
culture that empowers employees to thrive.
12. Volume 1, Issue 5
www.thebrokersgrp.com
Spring 2007
Does HR quot;Getquot; IT Recruitment? Employment of workers in IT Occupations
IT Shortage May Be HR’s Limitations
3,800,000
3,700,000
A well-researched article that appeared in the
Financial Times in mid-March questioned the 3,600,000
ability of HR departments to properly assess IT 3,500,000
candidates. The article went as far as to question
the existence of an IT workforce shortage. The
3,400,000
article, referencing a report from a London-based 3,300,000
IT recruitment consultancy, stated that “the 3,200,000
problem may be more to do with the way
businesses approach recruitment than a lack of 3,100,000
qualified candidates.quot;
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Source: National Association of Computer Consultant Businesses (www.naccb.org)
According to the article, 73% of HR professionals
acknowledged they were not the best choice for
One more reason to consider training and
interviewing IT candidates. However, only slightly
bringing on talented candidates with less
more than one-third (36%) allowed IT
experience is to build up management ranks. If
departments to choose the IT candidates to be
the majority of businesses refrain from hiring new
interviewed. Only about one-quarter (27%)
grads and limit their commitments to skill and
allowed IT departments into the assessment
management training, there could be a dearth of
process.
middle management talent in the relatively near-
term future (five to 10 years). Think how tough
Part of the problem, as reported by the Financial
recruitment will be then!
Times, could be that HR may not have an
understanding of what IT professionals actually
Unemployment Below 2%
do. One frustrated IT worker interviewed for the
for Some
story described his exasperation during job
interviews. He explained that HR does not
Wage Growth Moderates
question him about his skills and rarely gives him
the opportunity to meet with a technical manager. The current high demand for IT workers is
demonstrated by persistent low unemployment
Another criticism of HR departments was that rates. In the first quarter of 2007, the
qualified candidates are often overlooked because unemployment rate for some IT occupations was
HR practices focus too narrowly on experience. less than 1% (less than 2% for others). The
For example, the IT worker in the story pointed overall unemployment rate hovered between
out that job requirements and descriptions often 4.4% and 4.6%.
are long, detailed lists asking for knowledge of
specific tools and/or programming languages that, 1Q2007
Occupation
when added altogether, very few candidates Unemployment Rate
Computer and information systems
would likely possess. Perhaps these unrealistic job 0.9
managers
descriptions are created because HR writes them
Computer hardware engineers 9.3
with little or no input from the IT department
and/or technology hiring managers. Computer programmers 3.0
Computer scientists and systems
1.9
analysts
Another complaint from IT job seekers is that
Computer software engineers 0.9
many companies are stubbornly unwilling to train.
Many IT management positions go vacant for Computer support specialists 5.0
months and months because no candidate has the Network and computer systems
3.2
mix of skills and experience required. However, administrators
during the months of time looking for the Database administrators 1.9
perfectly skilled candidate, several highly talented Source: Unpublished tabulations of Current Population Survey
and smart professionals could have been trained data furnished by the U.S. Bureau of Labor Statistics.
for the job.
14. Volume I, Issue 6
www.thebrokersgrp.com
2007
July 2007
IT Execs Sound Off on What Skills Will IT Executives Look for Over the
Recruiting & Retention Issues Next 12 Months?
IT executives recently shared their thoughts Although the list of needed skills provided by the
regarding several IT talent challenges in the 2007 survey covers most all IT occupations and functions,
Recruitment, Retention and Development Survey programming/systems development was at the very
conducted by CIO Insight and Ziff Davis Media. It top of the list with 36% of executives expecting to
may not be news that IT executives continue to face add to that area.
talent challenges, but the results do point to
systemic issues that if addressed could help The subsequent, most-sought areas of expertise
alleviate retention difficulties for some were project management (36%), helpdesk/tech
organizations. support (27%), information/network security (23%),
architecture and planning (21%), business analysis
Demand for IT staff is growing. Only 50% of (21%) and systems integration (20%).
participants agreed that their current level of IT
staffing was sufficient when the survey was taken
(April to May 2007). Another 56% expect to grow Employment of workers in IT Occupations
3,800,000
their IT staff in the next 12 months. When this
question was asked only eight to nine months 3,700,000
earlier (August 2006), 48% said they had sufficient
staffing levels and only 45% expected to add IT staff 3,600,000
in the subsequent 12-month period. 3,500,000
The survey also found that different HR strategies 3,400,000
seem to yield different full-time staff turnover rates. 3,300,000
As the chart below demonstrates, companies that
use a pay-focused strategy end up with double the 3,200,000
staff turnover of those that use a human capital 3,100,000
investment approach. A human capital investment
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approach is characterized by long-term staff
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development, career development and job stability Source: National Association of Computer Consultant Businesses (www.naccb.org)
rather than professional achievement and
compensation.
IT Unemployment Remains Low;
Wage Growth Outpaces the Market
Full-time IT
Use this
HR strategy staff
approach
Today’s high demand for IT workers is
turnover
demonstrated by persistent low unemployment
Human capital
44% 5%
rates coupled with growth in wages that are
investment
considerably higher than those of the overall
Work-life
economy.
balance/security 28% 7%
focused
The unemployment rate for most IT occupations
Task focused 20% 8%
was less than 2% compared to the overall
Pay-focused 9% 10% unemployment rate hovering at 4.5% during the
second quarter of 2007.
Only a minority of companies says they practice a
The lowest unemployment rate was for network and
pay-focused HR approach (the approach that clearly
computer systems administrators, perhaps
yields the highest staff turnover rate), which is good
reflective of the increased demand to harden IT
news. Obviously professionals can be recruited by
security systems.
offering top salaries, but it’s a risky technique as
those same employees may eventually move on to
While wages for all workers in the private industry
companies that can offer more exciting projects and
rose 4% in May 2007 from a year earlier, pay in
more money and perks. According to the survey,
many IT and high-tech related sectors was generally
the most common reason that IT staff members
higher. These wage increases are no doubt
left over the past three years was for quot;better pay
reflective of the higher demand for workers in
or benefits.quot;
these areas.