Kevin Grossman and I just attended a very intimate Onrec Expo this week in Chicago from November 2-4, and though the numbers were small, the conversations seemed to be valuable. (Isn’t that we have been saying about the last number of industry conferences that we have attended lately – SHRM and HR Tech?)

I always find it very interesting to watch how the booth staff get the attention of the delegates – or essentially get their attention to sell. Gimmicks, giveaways, entertainment in the booth, well dressed or seriously bizarrely dressed staff – so many ways, but then it is the sale.

When is it too far? I mean, it is expected that when you are walking an expo floor of any conference that you are going to get “sold” to.

What about when the attendees are in their second day of walking the expo, networking with colleagues, going in and out of sessions and then are sitting in a lounge area, comfy couches, feet up, just chatting about anything BUT the conference to bring some sanity to their exhausted brains.

That’s what I saw. It was not a long conversation, but a vendor (who was not exhibiting but just “walking the floor”) was obviously catching these delegates anywhere and doing their “thang”.

Quick conversation, “I think I can really help you” and handing out their card. Gone.

Brilliant? Resourceful? Brazen? Unscrupulous? Unbelievable? Workin’ it good?

I can accept having a conversation – ‘how about the weather’ ‘what do you think of (insert you favorite sports team here) ‘ - and if it is appropriate, then exchanging the “so what do you do”.

Build relationships and woo.

But hunting these vulnerable delegates out and BAM POW with a bunch of sugar smack selling!!! I don't think so.

What do you think? Seriously, what do you think?

Well, I did approach these three lovely ladies that had just had their space entered, and NO I DID NOT SELL THEM ANYTHING – I asked them how they felt about what just happened. Interesting answer.

Maybe we should issue those sales people with little black masks and capes so that they can fly in – BAM POW SUGAR SMACK – do their thang – and be gone.

We can see them coming and duck.

Post by Rita Jackson (join HRmarketer on Twitter!)

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HRmarketer.com and it's sister product for the Boomer/senior caregiving marketplace SeniorCareMarketer.com will be attending, sponsoring, exhibiting and speaking at the 7th Annual What’s Next Boomer Business Summit.

Learn more about this event and register here.

Why am I posting this on a human resources blog?

Because you cannot discuss the aging population without discussing it's impact on the workplace. And because some HR vendors (and HR professionals) who read this blog will want to attend this event.

I discussed this relationship in a previous blog post titled Baby Boomers, The Aging Population and Human Resources.

In that post I wrote that I'm already seeing some senior care vendors enter the HR space by repackaging and introducing their B2C products/services to employers as elder care type benefits. One of these companies is Heartmath. There is also a new product category -- Brain Fitness and Cognitive software firms like Happy Neuron showing up in human resources shopping lists (training product for aging workers). And I am seeing forward thinking HR vendors enter the B2C space by repackaging their services for aging boomers and/or caregivers. Or putting a new twist on their corporate offerings to capitalize on this demographic change - including some talent management and T&D firms.

In another post Seniors Fuel Increase in Career-Site Visitors. The Bigger Picture we discussed the aging population's impact on employers. In particular, how every company will have to rethink recruitment and retention.

So check out the What’s Next Boomer Business Summit. Some of the speakers include:

• Kevin Donnellan, Executive Vice President and Chief Communications Officer, AARP
• Mark Graham, Senior Vice President, iVillage.com
• Dr. Stan Humphries, Chief Economist, Zillow.com
• Andy Cohen, Founder and CEO, Caring.com
• Jody Holtzman, Senior Vice President, Research and Strategic Analysis, AARP
• Gary Moulton, Aging Coordinator/Product Manager, Microsoft’s Trustworthy Computing Group
• Bud Myers, Senior Director of Merchandising, firstSTREET

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If you could have 5 leads or 500, which would you choose?

Duh, right?

Now, what if you could have 5 qualified prospects versus 500 cold unqualified leads, which would you choose?

Or for that matter, 5 qualified influencers in your court versus 500 cold leads?

Rita Jackson and I spent that last two days at the Onrec/Kennedy Expo, and if I've gotten anything through my thick skull this year, relationship building is the sum total of all marketing and sales growth. Not sourcing applicants from a job board or sending an email campaign to thousands of people. Part of the equation but not the sum total.

Social media fuels the face-to-face fire. Feel the burn.

That burn is growth. The relationships we take the time to build online via social media (marketing) foster real-time gatherings in coffee shops, on golf courses, at HR Happy Hours, at Fail Spectacularly's, at dinners, at conferences and expos, in airports, in trains stations, at bus stops - you name the physical and we're there.

Think about what that does to drive business across the local and global economies. Interesting related related research that @danschawbel tweeted about this about how social media encourages community interaction, not social isolation.

Get out and build. Onrec was the perfect intimate setting to do that. We exhibited as HRVendors.com and had many quality conversations with recruiters and suppliers.

I'll highlight my highlights in below, but first:

Social media fuels the face-to-face fire. Feel the burn.

So many parallels between recruiting, marketing and sales. Get out and build and woo.

Yes, I said woo.

During Don Ramer's fabulous presentation based on Arbita's The Recruitment Genome Project, he said that the word recruit comes from the French word for "to woo".

And besides saying woo, I also tweeted that Don was rad, something I haven't said for two decades.

Get out and build and woo. Eric Winegardner (@ewmonster) from Monster sought out specific influencers at the show to talk about the cool new things Monster is doing (more on that in a future post).

The bees knees of the Expo was the launch of Tweetajob. Carmen Hudson's (@peopleshark) leverage of social media and networking really shined a light on this cool new company (more on that in a future post as well).

The world of marketing and recruiting has changed dramatically, but most of us haven't changed with it. The kids who grew up "connected" online are turning the tables on everything under the sun and so many marketers and recruiters still don't get it.

Afraid to connect. Afraid to get out and build and woo.

Social media fuels the face-to-face fire. Feel the burn.

Here are some other highlights and comments as I tweeted them during the sessions I sat in on:

• Steve Lowisz from Qualigence says stop the recruiting insanity. Challenges remain the same, even though tools have changed.
• Recruiting is about people. Recruitment mediums are only enablers.
• HR/recruiting suppliers make your email marketing campaigns mobile friendly with readable text versions.
• In 2008 over 90K employment discrimination complaints, 290 lawsuits and $102 mil paid out from employers. Average pay out- $250K (from InterviewStudio's Colleen Alyward).
• Sitting in the applicant video session. Social media to source, but don't be a hater discriminater when hiring.
• Positive "interruption marketing" strategies in recruitng parallel content marketing in product/service sales (via Peter Weddle's presentation)
• Recruitment entering the era of the strategist and the specialist.
• "Where there is no vision, the people perish." Proverbs 29:18 (via rad Don Ramer)
• Arbita's Genome Project - the recruitment industry transition is upon us. "None of us is more important than all of us."
• We rely on next best "silver bullet" instead of leveraging it in HR, recruiting, marketing. Add a werewolf to your gun rack.

Get out, build and woo your prospects and influencers. Get to them and let them get to know you.

These are the relationships that create community, grow business and retain it. (Just like recruiting.)

Post by Kevin W. Grossman (join me on Twitter, Facebook and LinkedIn - and now joinHRmarketer on Twitter!)

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So I'm sitting in a chair in the sky on Wi-Fi (can't get enough of that line) thinking about the conversation I overheard just two hours earlier on the long-term parking shuttle bus.

The bus driver was conversing with another airport transportation employee about being employed. She said something that struck me.

"My daughter works at Safeway and my son-in-law works for the fire department, and I keep telling them they need to stick to one job, work there a long time and build up that seniority. That's where the pay-off comes."

Seniority. Such an old-school term of entitlement and the old rules of employment. Granted, her context could've been more inclusive of building knowledge and experience, encompassing literal seniority as a well-rounded workforce to be reckoned with.

And you do hear that term in public safety (I had an entire family in law enforcement), retail, manufacturing, hospitality - goodness I heard it at our own marketing firm earlier this year.

So with all the focus these days on knowledge workers, competencies, performance management, employee and leadership development, flat management structures, mentoring programs, cross-functional training -- is "seniority" dead to us?

Even with the full moon early this morning, I don't think so.

I'm on my way to this year's Onrec/Kennedy Expo and look forward to meeting more of the "senior" HR/recruiting rock stars and talking with the attendees about all things recruitment, hiring, retention and seniority. (I'm just an average junior Joe who likes wearing jeans.)

Check out the fabulous line-up of topics the show has in store.

We're exhibiting as HRVendors.com (booth #101), the most comprehensive print buyers guide in the HR marketplace. We're also in HR.com's Virtual Onrec Expo.

We're also sponsoring the fantabulous Fail Spectacularly on Wednesday, November 4!

We'll see you all real soon.

Post by Kevin W. Grossman (join me on Twitter, Facebook and LinkedIn - and now joinHRmarketer on Twitter!)

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I keep seeing much discussion about how human resources needs to be more business savvy and strategic and how they should work more closely with recruiting, internal and external branding, marketing and public relations. Outsource the backend administrative work and and work on identifying, hiring and developing long-term employees and growing the business.

I'm reading The Trouble with HR - same theme. Last night Amybeth Hale (The Research Goddess) initiated an important conversation about how recruiters should care about marketing and PR - similar theme. Brand for Talent recently posted a New Role in HR: A Hybrid, in that marketing should be a part of HR - same theme.

Wait a minute. Roll back tape. Almost, almost -- there it is!

C'mon. Really.

Aren't entrepreneurs and small businesses with initially limited to no staff this exact idealistic strategic hybrid? Like most of business in the HR marketplace and beyond?

Don't we:

• Identify and market need and then plan and execute product/service development?
• Identify, hire and development staff to build, market, sell and support said product/service development - i.e., talent management and business development alignment?
• Conduct performance management reviews, offer training and development opportunities, employee recognition programs, etc.?
• Create company and product/service brand messaging and marketing/PR strategy to generate publicity, traffic and leads and identify future talent?
• Launch a blog and participate in social media to do the same?
• Currently have no HR representation so we outsource payroll and backend administrative work?

The entrepreneurial bosom has been incubating this HR/Marketing collective for decades and yet as companies grow, these roles specialize and fragment and disconnect. I understand that we as small business leaders cannot be all things to all people and do them all well, but still, the framework is right there.

How is it we can bring them all back together again? When does the rebirth of the HR/Marketing collective occur?

It's right there in our family tree.

Post by Kevin W. Grossman (join me on Twitter, Facebook and LinkedIn - and now joinHRmarketer on Twitter!)

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HAZLET, N.J. (April 10, 2009) – iCIMS, the third-largest provider of Software-as-a-Service (SaaS) talent acquisition solutions, announced today record breaking first quarter numbers with more than 50 new customer signings, adding such organizations as H&R Block (NYSE: HRB), QinetiQ North America, Universal Protection Services, Spectrum Healthcare Resources, Feed the Children and NATCO (NYSE:NTG) to the company's rapidly growing client base.

This first quarter of 2009 proved to be a trying time for many talent acquisition solution vendors; however, while competitors remained stagnant and were even forced to layoff, iCIMS rose to the occasion reflecting the viability of both the software offerings and the company. To date, iCIMS has grown at an unprecedented rate and projects record breaking numbers for the remainder of 2009. iCIMS is currently recognized as one of the top three providers of talent acquisition solutions behind Taleo (NASDAQ: TLEO) and Kenexa (NASDAQ: KNXA) and the leading private provider in the industry. Kicking off the fiscal year with this degree of first quarter momentum puts iCIMS on track to rapidly narrow its gap behind industry runner-up Kenexa.

iCIMS' Talent Platform has differentiated itself from competing vendors this past quarter and ascended as an industry leader; this expedited rise to the top largely attributed to the Talent Platform's cost-effectiveness, overall flexibility and award-winning customer support. In today's economic market organizations are seeking to invest in highly configurable software that is powerful enough to meet their talent management needs today, yet flexible enough to expand and meet their evolving organizational needs in the future, and because of this iCIMS' Talent Platform has stood out above the rest. Furthermore, as the highly configurable Talent Platform became Mac and multi-browser compatible in Q1, clients were afforded even great flexibility with iCIMS' software offerings. Additionally, as opposed to other talent management systems requiring costly modules, add-ons,
and data integrations, the iCIMS Talent Platform operates on one single-source solution. This one-stop Talent Management solution eliminates the mounting expenses associated with maintaining and training users on multiple systems, providing a cost-effective option for customers.

The new client additions join more than 700 worldwide organizations who currently power their talent management initiatives using the iCIMS Talent Platform. Thus far, 2009 has shown an increasing number of small and mid-sized organizations turning to iCIMS' Talent Platform as a full Enterprise Resource Planning (ERP) tool to manage their pre- and post-hire Talent Management programs. This one-stop solution allows SMB clients to use iCIMS as their HRIS system of reference while taking advantage of such pre and post-hire tools as onboarding, performance management, employee management, surveys, referral programs and more. Additionally, the company continues to see strength as a replacement Applicant Tracking System at the enterprise level. Many of iCIMS' clients, such as H&R Block, SWS Group (NYSE:SWS), 2Wire and
more, have migrated from starter systems to the Talent Platform. These companies rely on iCIMS' unified platform to streamline their hiring management programs and to provide the collaborative tools necessary to succeed in today's business environment.

"As a company, we take great pride in announcing our numbers for this first fiscal quarter." said Colin Day, President and CEO of iCIMS. "These numbers truly reflect the strength and longevity of iCIMS' Talent Platform. With more than 50 new customers in Q1, and now over 700 clients on the Talent Platform, iCIMS is on track to not only maintain, but surpass, our position as the third largest provider of talent acquisition solutions in the industry."



About iCIMS:
iCIMS, the third-largest provider of Software-as-a-Service (SaaS) talent acquisition solutions behind Taleo (NASDAQ: TLEO) and Kenexa (NASDAQ: KNXA), is an Inc. 500 honoree focused on solving corporate business issues through the implementation of easy-to-use web-based software solutions. iCIMS' Talent Platform, the industry's premier Talent Platform, enables organizations to manage their entire talent lifecycle from applicant tracking through onboarding and beyond through a single web-based application. With more than 700 clients worldwide, iCIMS is one of the largest and fastest-growing talent management system providers in the space. To learn more about how iCIMS can help your organization, visit www.icims.com or view a free online demo of the iCIMS Talent Platform at www.icims.com/demo.


# # #
Trademarks and registered trademarks contained herein remain the property of their respective owners



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LOS ANGELES, April 9, 2009 – Futurestep, a Korn/Ferry Company (NYSE: KFY) specializing in strategic talent solutions, today announced the release of a new whitepaper, Changing the Conversation: Rethinking Procurement and Performance for Real RPO Value. Developed by Futurestep Chief Executive Officer Robert McNabb, the whitepaper was created in answer to a growing number of requests from corporate planners for practical input on guiding an RPO vendor selection process.

The publication draws from interviews with talent leaders who have undertaken successful RPO initiatives across a number of key industries, including oil and gas, telecommunications, global export (diary products) and financial services. Notably, the report highlights specific areas of interest beyond traditional cost-related points of comparison. Among the keys to success cited by talent leaders in the report, several areas of interest remained top of mind. These include: strategic capability, seamless relationship between provider and client, and a partnership approach to addressing talent issues.

"Evaluating RPO vendors is much more than a cost comparison effort," notes Robert McNabb. "We constantly hear from clients who must balance procurement-driven cost concerns against the need to understand which choice will deliver the most business impact. They understand that RPO evaluation must begin as a conversation about total business value. This publication reflects that understanding, and is a part of Futurestep's long-standing commitment to thought leadership in all facets of talent acquisition and talent management strategy."

The publication was released today, and is available for download on the Futurestep Web site at www.futurestep.com.

About Futurestep
Futurestep, a Korn/Ferry Company, is the industry leader in strategic talent acquisition, offering fully customized, flexible solutions to help organizations meet specific workforce needs. Our full-spectrum portfolio of services includes: Strategic Recruitment Process Outsourcing (RPO), Project-Based Recruitment, Mid-Level Recruitment, Interim Professionals and Consulting Services. With locations on four continents and a record of success in securing top talent around the world, Futurestep provides the experience and global reach to identify, attract and retain the people who drive business success. To learn more, visit futurestep.com.

About Korn/Ferry International
Korn/Ferry International (NYSE:KFY), with more than 90 offices in 40 countries, is a premier global provider of talent management solutions. Based in Los Angeles, the firm delivers an array of solutions that help clients to identify, deploy, develop, retain and reward their talent. For more information on the Korn/Ferry International family of companies, visit www.kornferry.com



This press release was distributed through eMediawire by Human Resources Marketer (HR Marketer: www.HRmarketer.com) on behalf of the company
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MOUNTAIN VIEW, Calif. April 8, 2009 – Global staffing companies are striving to remain competitive amidst a slowed world economy and changing regulations in the U.S. and abroad.

A poor economy is causing the nearly $300 billion global worldwide staffing market to shrink in 2009, following several years of growth. Emerging markets still offer opportunities, yet their varying regulations require focused growth strategies.

Such issues affecting worldwide staffing were discussed at last month's Staffing Industry Analysts' Executive Forum, the most exclusive annual meeting for CEOs, owners, and senior level executives in the staffing industry. The Executive Forum provides access to the top industry thinkers, leaders, and innovators as they focus on the staffing industry's strategic issues, challenges, trends, and future opportunities.

Martin Glick, founder and chief executive of The Albany Group, a global contingent workforce management firm utilized by around 400 staffing and recruitment companies worldwide, joined other experts in the panel discussion, "Around the World in 60 Minutes: A Global Look at Staffing." Albany is the market leader on global contractor and labor law issues, key for succeeding in international markets.

"The temptation within discussions like these is because the U.S. economy is struggling, that staffing companies should be looking for other markets. Yet the reality is all markets are struggling, the whole world is in a downturn," said Glick. "There are no easy fixes – you can't just jump to a country and expect to make some money quickly. So any international foray has to be a long-term strategic move."

Glick added that the so-called "brick" countries that are predicted to dominate the world economies – Brazil, Russia, India and China – are actually the most difficult ones to break into now. China, in particular, has deep regulation and the staffing industry has effectively been controlled by the government. Brazil also is a tough market to enter due to regulation. However, Glick is confident in Albany's expertise in navigating local regulations and with Albany will be leading a trade delegation for UK staffing firms to Brazil this May.

Glick founded London-based Albany Group in 1989, having witnessed the explosive growth in flexible working arrangements in the UK and its subsequent expansion into Europe. He saw the need for a compliance-focused service to help employers and staffing organizations manage contingent workers across the globe.

About Albany
Albany is the market leader for contingent workforce management solutions, with offices on six continents serving clients in more than 70 countries. Its national and international workforce solutions include contractor payroll , Independent Contractor compliance, Managed Service Provider programs, Recruitment Process Management and Consulting, and visa & migration services.
# # #


Jason Posel
Senior Vice President
1-800-664-5508
Jason.Posel(at)thealbanygroup.com
www.thealbanygroup.com/usa



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Tulsa, OK, April 8, 2009 – Hogan Assessment Systems announces an intuitive, report-based solution for selecting high-potential leaders from an ever-expanding talent pool. Based on research from a global sample of more than a thousand executive MBA program graduates, the High Potential Candidate Assessment Report allows companies to identify top candidates in relation to specific business competencies. This sample group represents one of the highest-level talent pools ever used to create a profile of high-potential leadership.

"The best companies in the world find a way to manage through turbulent economic times and take advantage of the opportunities presented," said Rodney Warrenfeltz, Managing Partner of Hogan. "One of those opportunities is the availability of talent."

Requiring less than an hour for completion, the High Potential Report provides a turnkey solution to leadership candidate selection. The candidate registers online, completes the assessments, and the detailed report is emailed to the hiring manager within seconds of completion.

The High Potential Report summarizes the candidate's assessment results mapped on the Hogan High Potential Competency Profile. The ratings provide a hiring manager with quantified analyses of a candidate's potential to meet requirements of specific business, leadership, interpersonal, and intrapersonal competencies.

Additionally, the report provides hiring process support through a detailed interview guide that provides competency-related questions to assist with hiring top leaders.

"Great leaders are the key to turning business challenges into competitive advantages," said Robert Hogan, President of Hogan Assessment Systems. "In today's economy, the High Potential Report provides a key solution in the pursuit of leadership talent."

About Hogan
Hogan Assessment Systems is a global personality assessment provider that focuses on employee selection, leadership development, and talent management. Hogan specializes in implementing selection systems to identify high potential candidates for targeted positions and leadership development tools to help emerging leaders realize their full potential. Hogan's assessments can be administered in multiple languages and are available a state-of-the-art internet platform, giving customers accurate feedback within seconds of completion. For more information visit www.hoganassessments.com.


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SHELTON, CT, April 9, 2009—LifeCare®, Inc. announced today that April 4 marked the company's 25th anniversary as one of the nation's leading providers of health and productivity solutions for employers, health plans, government agencies and unions. LifeCare's business model has evolved significantly during its 25 years and the company is now recognized as a premier provider of total health and productivity solutions that help organizations reduce costs and lost productivity.

In conjunction with its anniversary, LifeCare will launch a newly redesigned public web site (www.lifecare.com) in mid-April that will deliver powerful new features, improved navigation and more streamlined access to information. The site's enhancements also better reflect the company's evolution as a full-service provider of health and productivity solutions and its ongoing commitment to delivering the best possible user experience to clients, partners, the media and other key audiences.

The enhanced site will provide easier access to the latest LifeCare news, reports and white papers, featured products and services, informative video clips, client success stories and more. In addition, LifeCare members will be able to conveniently access the company's private site from the new home page.

"Obviously, celebrating this landmark anniversary brings all of us at LifeCare a great deal of pride and satisfaction but it does something else that's important," said LifeCare CEO, Peter G. Burki. "Marking 25 years of success also validates the guiding principle that we founded this organization on -- do good for others and we'll do well ourselves. We believe deeply that we're doing good by helping employers and others improve the health and wellbeing of their people and their families. And I firmly believe that our 25th anniversary is a resounding affirmation that we're doing both good and well."

25 Years of Leadership
Launched in 1984 as DCC/The Dependent Care Connection, LifeCare began by helping employers meet their growing child care needs as more women entered the workforce. Over the next several years, DCC became LifeCare and expanded its services to include elder care and the full range of work/life programs. During this time, LifeCare was the first company to develop a proprietary database of national work/life providers (which remains the industry's largest database) and the first to create the single-source case management system.

The company's other milestones include:

- 1989 -- LifeCare introduced the first integrated work/life and EAP program.
- 1997 -- LifeCare launched the industry's first work/life web site, which enabled clients to offer employees a choice of telephone or online assistance and featured a variety of interactive tools for employees and HR professionals alike. It also offered clients the option of integrating their own benefits information to encourage greater utilization of all of their employee benefits.
- 1999 -- LifeCare introduced Mothers at Work®, the first corporate lactation program, providing prenatal education, 24/7 counseling from lactation consultants, and access to high-quality breast pumps.
- 2004 -- LifeCare rolled out a state-of-the-art online health risk assessment tool and a suite of interactive Healthy Living Programs to help clients improve the health of their employees while reducing medical expenses.
- 2005 -- LifeCare's Professional Geriatric Care Management Program was awarded a Caregiver Friendly Award by Today's Caregiver magazine, naming it one of the top services to have been designed in the best interest of caregivers and their loved ones.
- 2006 -- LifeCare's Successful AgingSM Services reached more than a half-million individuals via health plans, governmental agencies, unions and corporate benefits programs.
- 2007 -- LifeCare's Call Center was named a Certified Center of Excellence by the Center for Customer-Driven Quality™ at Purdue University, ranking it in the top 10 percent of the 20,000 call centers studied throughout North America. (LifeCare is the only company in the work/life industry to earn this prestigious certification.)
- 2009 -- LifeCare was chosen as one of the Top 100 Privately-Held Businesses in Connecticut by DiversityBusiness.com.

Looking Ahead: The Next 25 Years
Thinking about the future of his company, Burki says that the key areas of opportunity will be health and wellness and helping employers deal with aging issues.

"There's no doubt that reducing health care costs and coping with the aging of our workforce are going to be a critical issues for America's employers, health care organizations and the government. More than half of the workforce will be 40 years old or older soon, which means they'll be faced with greater caregiving responsibilities, mounting health issues, retirement concerns, financial challenges and a host of other issues. Thanks to the way that our company has evolved and the partnerships we've created with leading health care and aging organizations, LifeCare will be there to help deliver the highest-quality resources and the expert guidance our nation's employers, workers and families need."

About LifeCare®, Inc.
LifeCare offers cost-saving benefits that help clients reduce their most pervasive absenteeism and productivity drains, including child and elder care, caregiving support, health and wellness issues, and more. For more than two decades, LifeCare has led the work/life industry in the creation of high-quality, results-oriented programs designed to improve clients' bottom line. LifeCare serves 1,500 client companies with 4.5 million individuals within corporations, health plans, government agencies and unions. For more information, visit www.lifecare.com.

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Notes to Editors

LifeCare's CEO, Peter G. Burki, is available for interview.
Media contact: Michael Civiello; 203-556-8827


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