So that everyone involved might gain maximim leverage from this communication, is there additional information or insight that any of us can offer for consideration by your senior staff? Are there questions we can answer, or perhaps some other feedback any of us can provide?

It seems to be that there is much that your executives do not understand about the various phases and related needs of a career transition: if they possessed such understanding, they would not have moved to close this board, or the technology board. Of course they have the 50,000 mile view, but they may be understandably lacking in comprehension of the details that lead to job search candidate information needs. I'm sure any of us here would be willing to answer questions or provide additional information if it will help define your product strategy for this board, or other products or changes that may be under consideration.

In my experience, the career transition event breaks into very clear sections, and it might look something like this: (1) employed, and employer goes through structural changes; (2) the employment relationship begins to deteriorate; basic job search preparation and decisioning begins; (3) employment relationship ends; job search begins in earnest; (4) full job search in progress; (5) offer, negotiation and decisioning phase; (5) new employment relationship begins.

These phases may be different for other people and there may even be more phases. They may even be industry-specific and experience-specific. However, in each of them, I believe there are differing levels of communication and peer support and engagement needs. All along the way, especially for the candidate who has not had to search for a job in many years, there are questions related to everything from resumes, interview styles, travel protocol, manner of dress, candidate marketing techniques, presentation of references, and dozens of other details that - particularly in mid-career opportunities - are so situation-specific that they cannot be adequately addressed through Monster's existing information vehicles.

Viewed through pure logic, it may be easy to assume that the greatest need for the networking board may be during what I've identified as phases 2,3 and 4; however, the opposite seems to be true: in a full job search, one's "real life" network gets activated, and the need to remain anonymous is greatest: (the job search candidate doesn't want to return from an interview, and risk of having the prospective employer read on the boards that the candidate doesn't know how to write the thank you letter, or needs input on how to follow up, or cannot figure out how to collect travel reimbursement, etc.). And, since one's "real life" network in most cases has already provided multiple job leads, references, and even made phone calls or sent written communication on behalf of the job search candidate, there is enormous hesitancy to engage their time further with these and other basic questions.

Comparatively, given certain parameters, those employed may find great benefit utilizing the networking board.

Your comments and questions are encouraged; please let us know what additional information would best assist you and your team in order to support a satisfactory outcome for all of us.