Travis Jones of Career Partners International - Tulsa Receives Recognition for Innovative Talent Solutions


Published on June 20, 2014. (original article may be viewed here)

( - "We help ever company that might have a hiring need," said Travis Jones, CEO of Career Development Partners. Recruiting is the largest of three divisions for the Tulsa-based business.

"Life cycle of an employee for a company is those coming in the door, those that are there and those that leave for whatever reason," said Jones, further explaining that the life cycle can be of temporary or leased employment, or it could refer to a direct hire. Jones was in the staffing business for 12 years before Career Development Partners and has found it's not all about the right skills when hiring new employees.

"Our search team looks to fit employees to the right culture of the company," he said. "You can train skills much easier than you can change a personality."

Career Partners International - TulsaAccording to Jones, Career Development Partners recruitment division works to find a good combination of personality and skills, but expects the hiring company to onboard new employees.

"Most companies are weak on onboarding, but we want them to on-board employees for success," he said. "We educate our clients on the importance [of onboarding]."

A successful onboarding, according to Jones, tells employees their expectations for success, how they will be measured and a timeline of expectations.

"That helps employees to really bring their full value to employers," he said. "Companies spend a lot of money to recruit someone so if they can understand how to bring them on properly, that's a good thing."

This leads to Career Development Partners second division, leadership development. In this division Career Development Partners provides instruction on creating a learning and coaching atmosphere.

"One of the areas we help our clients to be successful is to create a learning culture," said Jones. "A learning culture will help a company to succeed longer. Creating that culture where companies empower employees to make better decisions, engage employees to be involved."

Jones added that learning is especially important for millennial employees.

"If they aren't learning, they're leaving," he said.

But learning can't happen without good teachers, which is why Career Development Partners supports a coaching culture as well.

"In order to have a learning culture you have to have a coach," said Jones. "I heard someone say recently, 'Every person needs a coach.' Helping our customers create that learning culture is what we want to do."

Combining learning and coaching creates an atmosphere much different than that created by mere training.

"A training culture is like a seminar or a weekend retreat, you come back stoked, but there's nothing to sustain it," said Jones. "A learning culture is one that is sustainable and on-going. It's a mind set. That's the difference."

Career Development Partners third division is there for when employees are no longer a fit or a company needs to restructure: outplacement services. 

"It's kind of like the movie Pay It Forward," said Jones. "Say for example a company was to let someone go, but they provide them with our program to help them with their career transition. That person is going to walk away with a much better impression of that company."

Jones said he believes that what makes Career Development Partners' outplacement program different is their commitment to providing that client with tools to be a better employee in the future. 

"We're their coach, we're continuing that coaching culture that they have at that company," said Jones. "What happens is when a client pays us to help their employees be successful, even when they let them go, they are, in a sense, a lifetime advocate. They will tell people they worked at a great company."

In the digital age with social media and job review sites like Glassdoor, it's increasingly important for employees to leave with a good impression of a company. Jones added that not only can a negative opinion of an outgoing employee reach the ears of a potential future employee, but also the ears of current employees.

"You know what those current employees are going to think? 'I'm next,'" he said. "They're going to start looking for their next job. You can lose employees based on how you treat the ones going out the door."

"We preserve our customers' brand, throughout all three of our divisions," he continued. "We really believe people are worth investing in, from the point of them coming the door, all the way through the coaching process, to the point of them being released."

Jones said Wal-Mart representatives recently shared their philosophy towards treatment of employees.

"They told us they believe every employee is a potential lifetime customer of Wal-Mart. That means they want to treat them in such a way that if that employee were to leave or be released, they would never quit buying from Wal-Mart. How much do you think they will gain back in value from that employee? If all companies thought of their employees as a lifetime investment, I believe, they would offer more to that employee." 

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