I first read of the Monster restructure on Elaine Rigoli?s  Vendor Report and I was gobsmacked (an ever useful adjective) by the apparent total lack of investment or discussion around Monsters talent strategy, both internally and for customers.

I don?t know where the phrase came from discussing areas to be cut, but the line "non-revenue generating functions, such as human resources"  says it all.

Were I come from; ALL revenue is generated by Human Resources.

Considering that Monster?s customers are all about Human Resources, one might have hoped that they would be contemplating "world-class, innovative products" that address the most fundamental shift in business in the last 20 years- the totality of talent tools and techniques driving business success and differentiation more than ever.

I would been excited to hear about millions of dollars being spent on talent initiatives- how to help the remaining 85% of Monster?s staff do more for customers and ensure that a customer will always be working with a superior performer. 

Online job posting is still a huge and important market worthy of investment, but what I see here is another missed opportunity for Monster to exploit their current strong position to launch themselves as a major provider of talent tools, techniques, and thinking.