Under the proposed rule, an employee will need to earn a minimum of $970 per week (or $50,440 per year) and meet the duties test in order to be exempt from overtime wages, increasing from $455 per week ($23,660 per year). … Read More »
by Guest Author | September 9, 2015
Under the proposed rule, an employee will need to earn a minimum of $970 per week (or $50,440 per year) and meet the duties test in order to be exempt from overtime wages, increasing from $455 per week ($23,660 per year). … Read More »
by Jeanne Knutzen | July 15, 2014
0 Blog, What's New in Staffing? Employee Seattle Sick and Safe, Employment Agency Seattle, jobs seattle, Minimum Wage in Seattle, Seattle Staffing Agency, temporary agency Seattle, Temporary Employee Pay Rates Seattle, Temporary Employees Seattle, Temporary Staffing Seattle
Seattle is once again leading the way on issues designed to improve employee work life! Two years ago, Seattle Sick and Safe required employers to provide employees with up to 9 days a year of paid time off for personal or family health or abuse issues. This June, the Seattle City Council voted to move forward with the plan to increase the minimum wage for Seattle employees to $15/hr. The implementation of the new minimum wage will be phased in. In April of next year, minimum pay rates will increase from $9.32/hr. to either $10 or $11/hr. depending on whether you are (or work for) a large or small employer (differentiated by more or less than 500 employees). By January of 2017, all large Seattle employers must meet the $15/hr. minimum wage, unless they offer healthcare benefits, in which case they can delay the $15/hr. pay minimum until the following year. Small employers (less than 500 workers) have until January 2021 to meet the new minimum wage standard. In charted format, here’s an overview of Seattle’s phase in plan: While most of the questions about the short and long term impact of minimum wage adjustments are unknown, critics of Seattle’s $7/hr. minimum wage increase continue to make the case that the actual economic impact of the wage adjustment will actually hurt the very employee populations the mandates are targeted to help. They argue that as increased wages kick in, pay gains will be offset by increased costs of goods and services. Or put another way, while improving “acceptable pay,” the underlying issues of affordable city living and the declining skillsets of US workers largely go unaddressed. They also worry about the employer’s changed motivation to fuel job creation or hiring in all areas directly (or indirectly) impacted by increases in minimum pay rates. As employees start to enjoy the benefits of more pay and purchasing power, the longer term impact on job availability and security may end up being the price paid. Both employers and employees will need to wait - to see! Anticipating impact to my own industry, staffing, I see both positives and negatives. While overtime opportunities for core employees will likely be reduced if not eliminated, there will be an offsetting need for more flexible or cyclically scheduled employees - a positive. But for those segments of the temporary help industries that employ large numbers of low skilled, low cost, entry level workers, and the landscape could be quite different. With both “temps” and “core workers” now being paid the same, some of the cost containment advantages of using unskilled “temporary employees” for beginning/entry level roles will go away, changing the hiring patterns of staffing industry customers. As for the predicted job loss, we've already heard the stories of Seattle based companies who are moving their facilities out of the costly Seattle corridor. In some cases we see companies relocating themselves into more rural communities, away from the influence of Seattle’s wage and benefit mandates. Some of these moves are a matter of survival. Companies who compete directly with third world labor pools are always impacted by changes in mandated pay and benefit programs. There is no question that the staffing (recruiting and retention) strategies of both Seattle employers and employees located in nearby employment communities, will change. Whether you are a large or small employer, located in Seattle or Bothell, you are competing for employees from the same labor pools. Pay and benefit plans must remain competitive. Unfortunately it will be increasingly difficult for employers to find a safe haven from the influence of government pay and benefit mandates. With all the good intentions of making living in their city “affordable” or to ensure “compassionate” treatment of employees in need, many city councils in and outside the state of Washington are looking closely at similar wage and benefit adjustments. With Seattle just unseating San Francisco as city with the highest minimum wage in the nation - other cities, including San Francisco, are not far behind. And if the cities aren't budging, chances are the states will. Massachusetts set an $11/hr. minimum wage to kick in 2015. Earlier this year, Minnesota raised its guaranteed wage by over $3/hr. California, Connecticut and Maryland have all passed laws increasing their respective wages to $10 or more in coming years. As for federal level influence on minimum wage, the Obama administration has been a serious advocate of raising the minimum wage since 2008 when they inherited a $7.25/hr. minimum wage. Lacking congressional support for federal level minimum wage increases, President Obama recently used an Executive Order to increase minimum pay to slightly over $10/hr. for federal contractors – a gesture with primarily symbolic impact. Neither Canada, Germany, Mexico nor China have national minimum wage programs, preferring instead to let local governments set pay in line with local costs of living that can vary dramatically. To date Australia has the highest global minimum wage of $16.88/hr. Compare that with China, where typical minimum wage mandates hover around a U.S. equivalent of less than a dollar an hour. One thing is sure – the real impact of Seattle’s minimum wage mandates will be revealed over time. Never in the history of either State or local mandates have minimum wage increases approached the level being put in place over the next 3 years.
by Jeanne Knutzen | May 28, 2014
In statewide elections in November 2012, Washington and Colorado made headlines by becoming the first US states to legalize the non-medical use of marijuana. Colorado is leading the way while Washington’s law goes into effect later this year.
In both states, employees and employers are asking questions about the impact of marijuana legalizations on a variety of common workplace scenarios. Employees often get confused by what the legalization of marijuana actually means; believing that many of the corporate drug and drug testing policies will need to be changed. Employers are wondering if employees will be able to refuse drug tests. Contest personnel actions based on drug tests? Or avoid drug testing altogether – either as a prerequisite for hiring or ongoing employment?
Based on what is going on in Colorado NOW, the answers to these questions are a resounding NO. While it is expected that employers in both Washington and Colorado currently have the power to implement any anti-marijuana policy they want, what happens down the road, on the other hand, has some elements of uncertainty.
The following are excerpts taken from a recent article written by Stephen DeHoff, a business and employment partner at Fortis Law Partners, LLC, and published by our network affiliate, J. Kent Staffing headquartered in Denver Colorado. Mr. DeHoff outlines several factors that he believes will be considered by the courts as “zero tolerance” policies are tested.
1. Employers Need to Ensure Strong Workplace Safety Policies… which almost always includes some format for promoting and enforcing a drug-free workplace. Under current law, employers are still liable for acts of their employees that occur while on the job, which means that if an employee is impaired and makes a critical mistake that results in injury to themselves or others, both the employee and their employer are likely to be found liable for the injuries. Drug free policies are likely to be viewed as necessary to protect employers and their employees from management negligence.
2. Employers Are Not Required to Permit Employees to Use Marijuana – Even Outside of Work… at least not for now, not in Colorado. One of the biggest questions facing Colorado employers is whether or not they will be required to allow marijuana use “off-the-job;” an issue that comes up in the context of pre-hire drug testing policies. Employers who have pre-hire drug testing policies are by definition identifying “outside the workplace” marijuana users, theoretically not directly related to the use of marijuana on the job.
At the current time, this issue is resolved in the drug testers favor because at the federal level it is still illegal for people to use marijuana. This means that Colorado employers can continue to terminate or refuse to hire an employee if they test positive for marijuana or any other federally illegal drug – regardless of when, where and how the employee used the drug.
These rulings are currently under appeal and ultimately will be tested in Colorado Supreme Court. In the meantime, studies show that drug testing policies in Colorado are growing in popularity, not shrinking. Washington employers stay tuned…
3. Written policies regarding the company’s commitment to a drug free work environment are still vitally important on a number of fronts.
Mr. DeHoff outlines the following steps all employers should take with respect to their formal drug use policies:
Thank you J.Kent Staffing for sharing your Colorado experience and asking for guidance from a trusted member of your legal community. Washington employers can take note!
At the current time, over half of our employer clients require some form of drug testing as a component of their compliance/onboarding process. The PACE Staffing Network administers all pre-assignment compliance requirements, including customized drug testing and background checks. For more information on how these new marijuana-use policies might impact your workforce and data on the incidence of marijuana use in non-drug testing environments, contact us at email@example.com.
by Jeanne Knutzen | May 22, 2014
0 ACA Affordable Healthcare, Blog, What's New in Staffing? Affordable Care Act, Affordable Healthcare – ACA Smart, Seattle Staffing, Seattle Staffing Agency, staffing services bellevue, staffing services tacoma, Temporary Employee
Are You Ready?
With the first tier of the “postponed” ACA employer mandates just around the corner, (January 1, 2015), large employers (defined as employers with 100 or more employees) are once again getting poised to offer healthcare insurance to their eligible workforce or be subject to penalties. This time the requirement is that 70% of their eligible employees need to be offered coverage – a slight break to account for issues with Medicaid eligible employees. Less large employers (defined as employers with 50-99 employees) have until January 2016 for the employer mandates to kick in.
It has been a long winding road getting us to this place with regulatory guidance filled with potholes of uncertainty and confusion. There are over 15,000 pages of rules and another 45,000 pages of guidance. The delay in the employer mandate gave regulators one more year to clarify their intent, and those of us in the staffing industry one more year to prepare ourselves and our clients for what lies ahead. Most of us are just now getting back into the ACA saddle. With the new deadline only six months away, we need to start our readiness count down now!
As a context for our clients with large flexible workforces, there are several unique features of the ACA that are specific to the staffing industry and need to be shared with our customers as part of their readiness process. We are subject to the law as are all employers - but the difference is that most staffing companies have further to go to become compliant. As an industry we have never been benefit rich. Our workforces are short lived and transient, with most employees coming to us for interim work, with no expectation of benefits. The low levels of healthcare insurance specifically written for staffing companies fall well below ACA minimums and are being discontinued as we speak. The ACA will significantly impact our cost structures whether we elect to pay or play.
Your staffing provider faces three big challenges which hopefully by now they are discussing with you. They face the challenge of 1) new cost structures that are likely not absorbable, 2) limited access to insurance solutions that fit the needs and requirements of flexible workers, and 3) an enormous amount of new administrative complexity. Not all staffing companies will have the capacity to comply with the new ACA regs, even if they wanted to.
Most of our issues as well as some of our customers revolve around issues of employee eligibility – who is and who is not eligible to receive benefits. Our employees work for our clients in so many different ways – short, long term assignments, full time, part time, auditioning for hire, project work, day labor – it is hard to get our arms around who will not be considered full time, eligible for benefit coverage at point of hire.
In the last three months, regulators have offered several new employee classifications that are exempt from ACA mandated coverage:
Seasonal Employees – employees who have been hired into positions where the customary duration of the job is six months. Agriculture, retail, and other highly cyclical industries will not be required to offer coverage to employees who meet the “seasonal” requirements.
Part Time Employees – employees who work less than 30 hours a week. While some employers, like Home Depot and Trader Joes, have announced plans to cut back the hours of work for all their part time staff to contain their benefit costs, other employers like Starbucks, Costco etc. have renewed their commitment to provide benefits to their large and loyal part time workers.
For staffing companies and their customers, greater attention must be given to nailing down the actual number of hours our employees will be required to work each week so as to properly classify them as part or full time employees. An employee’s classification as either full or part time while working on assignment can impact your bill rate your staffing provider has to charge you just to cover increased costs!
“Variable Hour” Employees – are employees whose hours of work or the duration of their ongoing work assignments are such that we cannot be “assured” they will average 30 hours of work each week for the number of weeks in the “measurement period” used to baseline the employee's work patterns. Measurement periods can vary from no less than 3 months to no more than 12. Most employers will elect the 12 month measurement period option.
The "variable hour" employees is the classification most applicable to staffing company employees but is also the most difficult to administrate. While on the surface most temp and contract workers are by definition “variable,” the IRS requires the staffing agency to classify each employee as either “full time” or “variable hour” at the time of hire, considering several factors which they have listed in examples and regulatory comment.
Get it wrong and not offer benefits when you should, your staffing company can face serious penalties. Get it wrong and offer benefits not required, and your staffing company's costs can sky rocket, making significant price increases to you, a given.
The gain for both you and your staffing provider comes when employees can legitimately be classified as "variable hour" employees because of the unique position they have under the ACA mandates. Employers are not required to offer variable hour employee's healthcare benefits until their “measurement” period is completed – which can be a delay of up to 13 months. The “variable hour” employee provision can be used to contain costs but only if specific administrative and eligibility requirements are met at the point of hire.
At minimum, employers should expect their staffing providers to work with them to make changes in how they place requests for staff. In the bigger picture, it is more important than ever for employers and their staffing providers to work together to ensure ACA compliance while keeping a sharp eye on ways to contain unnecessary costs!
The PACE Staffing Network is a network based recruiting and staffing company headquartered in the Pacific Northwest with particular expertise in the development and management of flexible workforce strategies. The ACA is of particular interest to us because of its projected impact on workforce organization and cost containment strategies. Our goal is to help employers become ACA compliant while taking full advantage of the special provisions of the law that can provide competitive advantage. For more information on the ACA and its impact on your company contact us at 425-637-3312 or e-mail us at firstname.lastname@example.org.
This article was written by Jeanne Knutzen, founder and CEO of the PACE Staffing Network.
by Jeanne Knutzen | May 13, 2014
Healthcare, IT, Creative, Other
Each year InsightSquared, a business analytics company, and Staffing Industry Analysts, publishes a report of recruiting metrics for the staffing industry.
Their last report was published in June 2013, showing data from 200 staffing firms generated between 5/1/2012 and 4/30/2013 – approximately one year of placement data, over 30,000 individual placement records.
Their report covers two key metrics:
Both metric types were analyzed by two types of placements:
The industry segments studied were a cross section of IT, Healthcare and Life Sciences, Media/Advertising/Creative and Other.
For those of you who want an idea of how your internal recruiting services compare to typical staffing industry metrics, here are the highlights of the 2013 staffing metrics you can use for comparison.
1. Across all industry segments, the Average Fill Ratio was:
The segment with the highest ratios of fill were Healthcare and Life Sciences; 63% for temp/contract placements and 27% for Permanent placements. The lowest ratios of fill came out of the IT segment where only 28% of contract reqs were filled and 22% of direct hire reqs.
2. Across all industry segments, the Average Time-to-Fill (number of days required to fill a job order) was:
The segment showing the longest “time-to-fill” was Healthcare and Life Sciences; 66 days for temporary/contract placements and 158 days for Permanent placements. Media and Advertising talent had an average of 21 days for contract staff and 53 days for permanent staff.
Because we (the PACE Staffing Network) do so much work in the healthcare market, we paid attention to the unique recruiting stats for Healthcare and Life Sciences. We think there may be two factors in play that are impacting just how much outside the norm this market segment performs:
The PACE Staffing Network has been servicing the healthcare industry for over 20 years. Our expertise in recruiting the specialized non-clinical candidates needed for hospitals, clinics, physician groups, surgical centers, etc. and creating networks of clinical recruiters and vendors working in niched areas of healthcare offers a unique one stop service delivery model for busy administrators and HR teams. Our focus is on improving your fill ratios and lowering your fill times, all while ensuring that every step in your compliance process is carefully managed. For more information on our recruiting networks, contain Nancy Swanson, our VP of Partnership Development at 425-454-1075 ext. 3010 or email Nancy at email@example.com. You can also visit us online at www.pacestaffing.com.
by Jeanne Knutzen | May 6, 2014
0 Blog, Management.Supervision Contract Employee, contract staffing, Flexible WorkForce, hiring, Onboarding, Orientation, Seattle Staffing, Seattle Staffing Agency, Seattle Temporary Staffing, Temporary Employee
Speaking as a company who takes the time to 1) understand the work our temporary employees will be doing for our customers, 2) determine the skills, knowledge, and experience our workers need to have to do the work at the levels needed, and 3) evaluate each employee in terms of the soft skills important to placement success – we know that even the “right fit” isn’t always good enough to ensure that a temporary employee will hit the floor running. If our clients have high stakes work in play and need our temporary employee(s) to perform at high levels right out of the gate, we suggest a thorough onboarding process to get our employees up and running quickly. It goes without saying that the days of greeting a temp, showing them their work station, lunchroom and bathrooms, and then leaving them alone to figure out what to do next, are long gone – if they ever existed. Work is much too complex, the importance of following work policies too critical, etc. to leave a temp’s orientation to chance. While temps are known for the ability to figure things out, because work environments are almost never the same, when it comes to temporary or contract workers more time needs to be spent up front, explaining all those things that are unique about you, your work environment, and your expectations of their work. In some ways, because you need/expect productivity quickly from your temporary/contract workers, the timing and importance of their orientation may even be more important than the timing and importance of the orientation you provide to your core workforce. The two orientations are, of course, quite different. Orienting your temporary/contract employees must be done quickly and efficiently, requiring a clear roadmap or checklist of what they need to know. Here are FIVE THINGS you likely will want to cover: 1. The Circumstance – the reason why you chose to hire a temp rather than a core worker. Why does their job, even if temporary, exist? What goals must be reached in order for the employee’s work to be considered successful? You might be amazed at how important it is to share your reasons for hiring a temp instead of a core employee – it gives the temp a sense of purpose, sometimes showing them how they are both a unique and special contributor to an important team goal, “I chose to bring on as a temp, because I needed a level of skill and experience I didn’t have with my current team. Your skills are so strong in (describe) we are going to let you take the lead in those areas where that skill is needed.” A temp, who clearly knows you value them as a “contributor” if only for a short period, is an employee you can count on to go out of their way to “make a difference.” 2. Your Expectations and Priorities. “In order for our time together to be considered successful, I need you to__________________.” Define the work outcome you are trying to achieve, how success will be defined and the impact of success. Examples of goals might be, 1) “I need you to complete this project within the time frame frames we’ve discussed,” 2) “I need you to work very cooperatively with our accounting team who is watching this project with a very critical eye” or, 3) “I need you to bring any issues to my attention right away as it is important that we work through any and all problems very quickly. Senior management has their eyes on this project.” The impact of their work is also an important element to be communicated, “This project is one of three projects we will be working on this year that are most related to our company’s ability to compete for business in South America.” 3. Explain when, how and how often they need to be checking with you. If you need quick updates at the end of each day, let them know. If you want them to stop by your office at least once a week, let them know. Knowing what you expect from them in terms of keeping you informed is a key element of placement success. We’ve seen very talented temporary or contract employees not meet our customer’s expectations simply because they didn’t know when or how often to communicate with our client. 4. Identify challenges and what they should do when they encounter them. “I want you to know you are likely to uncover challenges with_______________________. When that occurs, I want you to get help from George who knows how to push through these types of obstacles.” Fill in the blank, honestly and completely, so that your temporary worker knows what to expect and how to get issues resolved. 5. Your hiring policies. The employees’ chances of being hired. Don’t beat around the bush – implying there is a chance your temporary employee can be hired if that chance is minimal. At the same time, if the chances are good that their time as a temp is looked on as an audition for a direct hire opportunity, let them know. Describe the policies and processes in place that allows a hiring manager to consider (or not consider) hiring a temporary employees and what they would need to do in order to be considered. If you have clear policies, you can expect your staffing vendor to have shared this information with their employee prior to their placement, but re-stating these policies during an onboarding process, is a good way to reinforce the rules. Some hiring managers will imply a higher probability of hire than actually exists as a way to keep the temporary employee motivated. In fact, just the opposite is what’s created when the offer of employment isn’t forthcoming. The onboarding of temporary employees is another area of managing a flexible workforce that needs careful planning and preparation. The PACE Staffing Network typically works closely with our employer clients to share the responsibility of a well engineered communication process where both PACE and our clients need to pay a role. For more information about employee onboarding and other factors important to managing a high impact flexible workforce, contact me, Kyle Fitzgerald, at firstname.lastname@example.org. I am PACE’s Director of Business Operations and part of what I do is consult with employers on how to use temporary/flexible employees in ways that create a competitive advantage.
by Jeanne Knutzen | April 23, 2014
“The single biggest problem in communication is the mistaken notion that it has taken place.” – George Bernard Shaw How we communicate, the conversations we have with others, is a key factor in our successes (or failures) as leaders—particularly when it's time to promote, lead, or influence change. Conversations that create misunderstandings or hurt feelings will inevitably create mistakes, lower productivity, and damage team morale. In fact, miscommunications are one of the leading causes of “stress” amongst both employees and their leaders. It's often not the change itself that is the challenge—it's all the failed conversations that go on around and about the change that are most impactful to a leader's effectiveness. Here are FIVE THINGS leaders can do to make the conversations we have with others, particularly during times of change, will produce the results we intend. 1. Be Concise. Think about what you want to say and say it clearly and directly—with ordinary language, not big words or long sentences. If something is hard to communicate, it's probably equally hard to hear. Take the time to make your message simple. And don’t beat around the bush! Focus on a handful of key points and state them clearly. If you use examples, make sure they are relevant to your message. Communicate to learn something about people and situations; to clarify and inform—not to impress. 2. Be Redundant. Start and end your message with the most important thing you want others to hear: “I am concerned about __________________ and want to make sure we think of all angles." “While I'm still concerned about __________________, I think we have done a good job of exploring all angles for addressing this issue." In this particular case, your message is about your concerns and your need to invite and reinforce the team getting involved in finding a solution. At the end of the conversation, you still have concerns, but you also want to reinforce the team's engagement. Make sure they know what they accomplished! Frame your communications with conversational book ends. Open your message with an announcement of what you will be talking about. Close your conversation with what you did talk about. "What I want to talk about today is your role on the team and how it's changing." "What we talked about today is your role on the team and all the ways it has changed." 3. Listen More. Tell Less. To engage people in the work it takes to change, it is never enough just to tell people what you want them to do or know and then give feedback when they don't do as you say, or know what you taught. (Sound familiar?) To be an influential agent for change, the first step is to see the situation through the eyes of others, not just your own. Telling others what they should do (or worse yet "should have done") is a tactic that while quick and easy to execute, doesn't reliably get you the results you need. A frequent outcome is misunderstandings, hurt feelings and confusion. Telling assumes your listeners see the same things you do, which is never the case! Entering into genuine conversations about what others are thinking or feeling about the change, allows for learning—all parties. “I’d really like to hear your thoughts on this situation. I have been going over what happened and think I have some ideas, but don’t want to get stuck behind some information that you might have that I don’t.” And when it's time for feedback, make it quick and to the point. Long lectures about the what's and whys of "doing it right" are more likely to annoy than inform. 4. Clarify. Clarify. Clarify. Expecting others to “get the message, or make quick and lasting changes" after one message, is a huge mistake and leads to many dysfunctions not only in our communications with others, but ultimately your relationships as well. Replace “I thought we had already discussed that," with "my bad, I wasn't as clear as I could have been." When it comes to communications, lower your expectations of what's possible. Keep communicating. Observe behavior to see just how much of your message has been turned into action, and what of your message needs more work. Confront those who are openly ignoring what you have to say. Gently guide those who you know are trying, but aren't quite where you are—yet. When time is short, and you need to change behavior quickly, follow up your conversations with the request that they summarize what they just heard and the 3-4 things they want to do differently on the go forward. Discuss their plan until you reach agreement, and then follow up to ensure it is executed. While it is possible for ONE GREAT conversation to produce significant change, in most cases, one conversation lays the groundwork for better, easier conversations to follow! The best communicators are often people with simple messages, repeated often. 5. Check Your Filters... those nasty assumptions about the motives and beliefs of others that keep you from hearing what they have to say or discounting what you are hearing because it doesn't align with your beliefs and assumptions. If you have a filter about others that just won’t go, away address it openly and always with a willingness to learn and/or “be wrong.” “It feels like we are seeing this situation from two very different perspectives. Let's spend a little time talking about what we are each experiencing." The best relationships often grow out of situations where there is conflict between very different points of view; where two people genuinely see and/or believe something very different about a particular situation or event. Digging deep to find those places of agreement—either on facts or goals—can become a powerful base for shared respect and understandings. As leaders, taking the time to improve the quality of conversations we have with our key stakeholders—our boss, our team, our peers and coworkers, will have direct impact on our results—particularly during periods where our real job is to help others change, either their behavior or their perspective.
by Jeanne Knutzen | April 10, 2014
The following article is an edited version of an article written by Dr. John Sullivan for the ERE Daily on Monday, April 7th, 2014. Those who follow my articles know that I frequently write on the positive trends and big ideas that I think recruiting leaders need to be aware of. I don’t often write about challenges or problems believing that most of us don’t want to dwell on the negative. Since I am predicting that during the next few years we will encounter a completely transformed world of recruiting, it only makes sense to shift our conversation and focus on our upcoming challenges. If recruiters aren’t prepared to mitigate these challenges, they may grow out of control, causing exponential damage to your company and its performance. The Top 10 – in order of priority: 1. Not being prepared for the return of intense recruiting competition. With so many jobless individuals applying for every open position, it has been easy for recruiters and hiring managers to pick and choose from numerous applicants. Recruiting was a relatively easy process. As the economy improves, the power in the recruiting relationship will inevitably shift away from the corporation to the job seeker – changing the “ease” with which the recruiting function can be executed. Most corporate recruiting functions simply aren’t ready for a return to intense competition for candidates. The primarily “active” recruiting approaches that have worked and dominated over the last handful of years will simply fail when the focus shifts to fighting over prospects and candidates. And the “war for talent” will be even more challenging if recruiting resources are short. 2. The increased volume of open positions will overload the recruiting system. In addition to having to fight for individual talent, an increase in the volume of hiring will further stress most existing recruiting systems to the limit. Obviously as corporate growth increases, so will the hiring volume. Challenges retaining talent will further increase that hiring volume. Last year alone, corporate turnover increased by 45% and I am predicting a similar increase for this year and next. Turnover will increase because as the job market opens up in specific industries, regions, and technical jobs, many employees who have been focusing on job security will begin to realize that it’s time to move on. Because most corporate retention teams have been completely decimated and retention approaches not updated, corporate efforts to prevent this increased turnover will have little impact. For recruiting leaders this means that the combination of new corporate growth and high employee turnover will dramatically increase the volume of open positions beyond their capacity to produce the results needed. 3. Rusty hiring managers and underdeveloped recruiters have diminished capabilities. A low volume of hiring and the lack of competition may have caused the capabilities of your hiring managers and recruiters to degrade significantly. Adding to that condition the fact that there has been little money for development or training for either recruiters or managers will mean that in growth mode both are likely to initially stumble under this new environment. 4. A lack of speed will restrict your results. The business world moves much faster today than it did during the last recruiting boom. Unfortunately, recruiting hasn’t maintained its speed capability due to fewer resources, a lack of competition, and less focus on “time to hire” statistics. When top candidates have multiple offers, they simply won’t be around when indecisive managers finally make their hiring decision. In a newly competitive and faster moving world, delays in hiring will be costly, and unfortunately, reducing time to hire is one of the most difficult objectives to achieve within recruiting. 5. Long Ignored employer brands will begin to negatively impact recruiting effectiveness. In a down economy, with applicant surpluses, recruiting leaders did not pay much attention to their external employer brand image. Few have taken the time to measure their employer brands, and as a result, recruiting leaders often don’t realize how their “talent failures” (including layoffs, pay cuts, promotional freezes, etc.) have hurt their employer brand image. Once competition for top talent becomes intense, leaders will realize that a weak Internet or social media employer brand will prevent top talent and innovators from even considering applying at your firm. Unfortunately, most recruiting leaders define employer branding incorrectly and rebuilding an employer brand is both time consuming and expensive. 6. Your current recruiting process may not have the capability of recruiting innovators. One of the things that executives have learned from the success of firms like Google and Apple is the value of innovation and innovative employees. Unfortunately, most recruiting processes are not designed to effectively identify or recruit innovators who expect to see innovation and technology as an integral part of the hiring process. Without a strong employer brand and a separate sub-process designed specifically for recruiting innovators, the chance of recruiting a top industry innovator to your firm may approach zero. 7. Your recruiting strategy may be years out of date. Obviously without the direction provided by a strategic plan, your firm may suffer several years of weak results. Surprisingly, most recruiting functions actually operate without any written and distributed recruiting strategy. But even if you have a strategy, it is rarely updated to meet the needs of a new and much more intense global recruiting market. The strategy must also include a competitive analysis of your recruiting competitors to ensure that your firm’s strategy and approach produces superior results and a measurable competitive advantage. 8. Antiquated recruiting metrics lower your credibility with executives. Whether you have a seat at the table or not, recruiting leaders simply will not be listened to and funded unless they have the right metrics to quantify the dollar impact that high-performing new hires have on corporate revenue. And of course the biggest corporate metric omission is the failure of the majority of firms to accurately measure the quality of hire. As a result, few corporate recruiting functions can convincingly prove that they hire top performers and innovators with advanced skills and high retention rates. Only a handful of functions have predictive metrics that are necessary in order to alert recruiters and hiring managers about upcoming recruiting issues and opportunities. 9. A shortage of effective recruiters is on the horizon. Everyone knows that this long period with a down economy has decimated the ranks of corporate recruiters. Many of those who were laid off have left the profession. And the bad taste that it left in their mouths may cause most never to return. Since there are no college programs that turnout recruiters, recruiting leaders need to prepare for the time when competition for top recruiters will become intense. Existing employed recruiters will be in such a demand that they will be “bid on” by other firms, and finding effective replacement recruiters on the open market will be extremely difficult and expensive. Training new recruiters themselves may be the only effective option available to many firms. 10. The lack of recruiting resources. Unless you work at Google, the odds are that your function has already suffered numerous dramatic budget cuts over the last several years. You’re going to need a significantly higher budget if you expect to have a reasonable chance to increase your employer brand, recruiting volume, recruiting speed, and quality of hire. Unfortunately, most recruiting leaders simply don’t have the capability of building a strong business case that quantifies the tremendous dollar impact that recruiting has on corporate revenue and results. Additional Challenges There are several additional strategic problems that didn’t make the list, because I determined that even though they are important, they had a lower impact. But since every industry and company faces unique problems, add your unique problems to your “keep an eye on list.”
by Jeanne Knutzen | April 2, 2014
As we have been reporting for the last several years, the “industry category” that has been consistently growing since the 2007 recession ended is the “temporary help” industry, which includes employees of agencies providing temp and contract workers to employers. Current indicators suggest that this trend will continue into 2014, with the Department of Labor projecting that the number of flexible employees who work in short term temporary jobs will grow at double the rate of core jobs over the next decade. In the years between 2009 and 2013, “temps and contract” workers accounted for 15% of all job growth in the US. In 2013, 2.9 million people worked in temporary roles, representing an increase of 28% since 2010 compared to a 5% growth rate for all other jobs. In many regions across the country, the share of job growth credited to temporary and contract jobs were even more significant. In Cincinnati, for example, the increased number of temp and contract workers accounted for over 65% of overall job growth, 51% in Milwaukee, 46% in Kansas City, and 40% in both Chicago and Philadelphia. In fact in most metro areas of the US, a significant percentage of local market job growth came from temporary or contract jobs. According to a recent Career Builder survey, the temporary/contract jobs that will grow at the highest rate in 2014 will be:
by Jeanne Knutzen | March 11, 2014
When recruiters think about improving their effectiveness as recruiters or as a recruiting team, they often think in terms of what changes in technology or recruiting content might do for them. We could be so much more effective if we had a new ATS? More access to (expensive) job boards? A better social media strategy? A more attractive compensation or benefit package? Because of the many things in the recruiting process recruiters can’t control, they often overlook the things they can. Here are five things that come to mind for recruiters who want to make a difference: 1. Know Your Recruiting Story – Tell It Often and Well A good recruiter knows that at some point in the recruiting process, the mechanics of a particular ATS system or their skills to find the hard-to-find no longer matter. Their ability to tell the story of “why this job, this company, should be the job or company for you" is what makes the difference. “Why do I want to work here?” is the fundamental question candidates are asking as they start an application process or accept a job offer. Effective recruiters have a range of stories to answer that question. And for different candidates, a different job, the story needs to be told differently, depending on the candidate’s individual needs and preferences.
by Jeanne Knutzen | February 18, 2014
0 Blog, Legal Issues - Staffing Gen Y, Gen Y Workers, Generation Y, hiring, Management, marketplace, pace staffing, PACE Staffing Network, recruiting agency seattle, Seattle Staffing, Seattle Staffing Agency, staffing agency seattle, Supervision, Teambuilding
For the generation of people born in the mid 70’s to 90’s who have been entering the workforce for the last decade and a half, their experience of work has been quite different than the experiences of previous workers. According to a recent study by Yale Economics Professor, Lisa Kahn, the impact of these first work experiences, will shape how our Gen Y’s deal with their work environment for decades to come. Unfortunately for most Gen Y’s, their first exposure to the economic marketplace has not been good. They’ve seen jobs lost, retirement funds destroyed, people losing homes and in some cases families—all because of economic realities that appear to be beyond individual control. While our Gen Y’s have been more sheltered by their parents than the generations of the past, they are also a generation who has found itself working inside an economic environment where even the most calculated risks and well thought out plans have not panned out. It is no surprise that our Gen Y’s are probably one of the most risk adverse generations of the recent past. Here’s how that risk adversity plays out in the workplace: ● They are less likely to change jobs, IF you treat them right. Even if more difficult for your Gen Y workers to develop loyalty towards you as their employer, they will stay put at jobs and companies that meet their needs. While older generations have been told that when you are young, you are supposed to change jobs to find the right fit for you, the Gen Y folks are actually more hesitant to do so, even for an increase in pay. In fact, studies show that Gen Y’s are more likely respond favorably and stay put in jobs or work for companies and managers who provide the kind of work environment they prefer. ● They value mentorship. If you are managing someone younger, you may want to consider over explaining your instructions and decisions—making sure your Gen Y folks are mentored at a level that meets their needs for knowledge, information, and praise. While lacking the experience and perspective to read between the lines, they are very eager to learn, and enjoy opportunities you can provide them to interact with you on decisions you are making. They love being asked for their ideas or feedback. The typical awards for good work—annual salary bumps, title adjustments, etc.—are often less motivating to a Gen Y worker than are ongoing opportunities for mentoring from someone they value and respect. ● They distrust hierarchies and will challenge conventional thinking. In team meetings, they will look for all parties to be treated as equal team members. If you expect to be treated as “a boss,” think again, as it likely won’t happen and could get in the way of your goal to get the most out of your generation Y workers. If they challenge your ideas, don’t take it personally. If you experience them either unwilling or reacting negatively to your requests to “keep you informed,” it’s not that they want to be secretive about what they do; it’s that they see no value in “reporting up.” What Gen Y’s value most is mentoring and coaching from someone they respect, someone who looks and sounds more like a teacher than a manager. ● They think of success as being about “luck” rather than planning. According to Paola Giuliano of UCLA’s School of Management and Antonio Spilimbergo of the International Monetary Fund, employees who started working during the last ten years, tend to believe that success is as much about “luck” and “being there” as it is about effort or planning. While they have seen government safety nets growing at a rapid rate, it has been amidst a growing skepticism about the government’s ability to do what it promises. This somewhat fatalistic attitude towards success has made our Gen Y’s good at compromising—accepting jobs or work that are very different from their planned careers, knowing that someone or something will always be there if their luck fails. For our Gen Y’s, planning for success seems more futile and less relevant to what they see as reality. ● They VALUE HARD WORK. Even though luck is a component of the Gen Y mindset, it doesn’t mean they shy away from hard work when the job requires it. Many of our Gen Y-ers have never known job security and consider “being fired” a very real possibility if they don’t work hard enough. Managers shouldn’t be afraid to challenge their Gen Y workers with “more to do,” but give them lots of latitude in how/when to do it. The lines between work and play are much more blurred for your Gen Y workers than it has been for workers of the past. ● They need clarity! Gen Y workers hate uncertainty and expect quick and clear answers, neatly defined goals and how to get there. They also want access to information that they can research on their own. Ambiguity at any scale is unsettling to our Gen Y workers; putting pressure on managers to provide them with more information than has been made available to workforces in the past. They LOVE scorecards that let them know exactly where they stand and they need to know what they must DO to improve their scores. Objective measures of success will ALWAYS trump your subjective commentary. ● They love teams; they hate conflict; they’re talented negotiators. Our Gen Y’s have been deeply engrained with the wisdom that teamwork is far more efficient than self-reliance and will look for ways to engage with others in and outside of formal team settings. You don’t have to worry about Gen Y’s becoming mavericks as did our Gen X’s. Their affinity for and the skills needed to develop teamwork is unparalleled in the history of workforces. To get your Gen Y’s assimilated into your work group; put them on project teams, preferably with short turnaround times and clearly defined deliverables. And yes, when conflict arises, be prepared to experience their negotiation skills, they’ve been negotiating with their parents and peers for years! Jeanne Knutzen is the owner and founder of the PACE Staffing Network, a 38-year-old staffing company headquartered in Bellevue Washington—a community just outside of Seattle. PACE places the full range of generationally defined workers from boomers, to X’s to Y’s and so on in a variety of work settings—interim project work, core teams, virtual work environments. “We regularly explore the mindsets and perspectives of employees and employers to assemble teams that work together effectively. Helping clients find, select, and then manage the right workers to deliver the highest levels of work performance, is what we’re all about.” For a private consultation about what is going on with the employees on your team and some ideas on how to manage each employee to optimal levels of performance, please feel free to contact Jeanne at email@example.com.
by Jeanne Knutzen | October 1, 2013
0 Blog, Human Resource Roles Contract Employees, Downsizing, Flexible Staffing Models, PACE Staffing Network, Seattle Staffing, Seattle Staffing Agency, Shamrock Organization, Staffing Solutions, Temporary Staffing, WorkForce Optimization
1. What percentage of your total workforce currently falls into one of the flexible worker (temp, contract, part-time) categories? While there is no magic ratio of flex-to-core employees, if your percentage of core to non-core staff is 10% or below, look hard at the things your company is doing to embrace the “flexible work” model. The “shamrock organization” that has been widely touted as the model for the future, suggests that as much as 33% of your workforce can be contingent workers, while another 33% are the workers provided by “outsourced” service providers. Only 33% of this shamrock workforce are core employees, with the responsibility to manage and coordinate the work of the contingent others. Does this staffing model make business sense for your company? Your team? How much money could you shave off your operating budget if you became more “shamrock” like? 2. Is the demand for your goods or services increasing or decreasing? How have you adjusted your headcounts to deal with these trends? Reducing or adding to your temporary/flexible workforce is fast becoming the preferred staffing model to cushion the highs and lows of economic volatility. The notion of “right sizing” isn’t just about reducing staff; it’s also about not making permanent commitments to core employees until you know for sure that a business trend is stable. Using a flexible staffing strategy to always stay “right sized” has become a strategic method used by employers to transition wage costs from a fixed cost to a variable cost. Investing in or holding onto fixed costs that your competitors treat as variable will eventually impact profitability and your ability to compete. 3. Do you have a good handle on the rhythms of supply and demand for your department’s particular goods and services? The reoccurring low and high points of your team’s work cycles? With the growth in popularity of temporary and contract staffing options, an employer’s ability to move employees in and out of work environments quickly has significantly improved. Many employers have made a science out of staffing their teams at levels to support the lowest points in the demand cycle and using flexible workers to cycle-up or cycle-down in response to business need. “Workforce optimization” software’s have been developed to help companies track productivity requirements prior to impact. 4. How much overtime is currently being required of your workforce – core and flex? Overtime is very costly and is often a reactive strategy rather than the result of a well thought out plan. Staffing with the right number of core employees and augmenting up or down with flexible employees should eliminate most overtime requirements. 5. When special projects or reworks come up, do you typically have enough employees currently on staff to handle the extra work load? If you have core staff that consistently have the time to volunteer for additional work, chances are your company has too many fixed wage costs embedded into your workforce strategies. Most work that is non-reoccurring or not part of your regular routine should be done by your flexible workforce, not your core. 6. How long is it taking you to hire a core employee? What is the impact to your business of an inability to hire? If you need to move quickly and it takes too long to hire a core employee, you can miss important opportunities. Temporary or contract employees with the skill sets you need, can be brought in and put to work quickly. Temp-to-hire staffing models have dramatically increased over the last two years. Workers who have found themselves suddenly out of job are oftentimes willing to work in non-core ways. Many of these employees will bring new ideas and new ways of working to your company, promoting an atmosphere of change. 7. Are there jobs under your direction with high turnover, requiring you to be constantly in “hire” mode? Reoccurring turnover can be a sign that the job you are trying to fill just might not lend itself to a core staffing model. Many work groups composed of workers with low to moderate skill levels have been fully converted to a temporary staffing model. Another way of dealing with a high turnover job is to use a rotating group of auditioning contingent workers who you can use to keep work flowing, while giving workers a chance to demonstrate their special interest in or talent for the work to be performed. This auditioning process allows you to “always be hiring” while outsourcing much of the staffing costs to a third party employer. 8. Are there jobs under your direction where the morale of the work group seems to be an issue? Or where a large number of employees are no longer on their A-game? In large teams performing repetitive tasks, there are oftentimes cycles in employee performance that can be managed just like any other business cycle. If your productivity goals are such that all employees need to be on their A-game always, you might consider a more flexible staffing model that capitalizes on the opportunity to bring fresh new employees into your work group at just the right time—recycling employees who might have “burned out” into other work or jobs. 9. Is your team undergoing significant process changes? Bringing on new ways of working? New technologies? Periods of rapid or longer term change are often times when you need to slow down your commitments to core hiring and convert to a more flexible and short term work model. It is not unusual for work groups dealing with extended periods of uncertainty or change to be composed of more temporary than core workers. 10. How much of your operating budget can you devote to temporary or contingent staff? Many companies that monitor hiring levels carefully will at the same time provide considerable budget dollars for temporary/interim staff. One of the ways to add to your workforce without breaking full time employee (FTE) rules is to identify an employee you want to hire and instead of hiring them directly, you use an “employer of record” service through a third-party employer service. This staffing strategy avoids most of the hidden costs associated with core employees, retains the flexible component of an hourly employee who can go in and out of your workforce “at will”, plus protects your current core employees from the stress of trying to do more than they have core FTE to do. For more information about ways to drive down fixed costs by using flexible workforce strategies, contact the PACE Staffing Network at firstname.lastname@example.org.
by Jeanne Knutzen | September 24, 2013
We wanted to share with our customers an edited version of a recent article by John Zappe published in The Fordyce Letter. Here’s the data Mr. Zappe is referencing—data from a recent study conducted by Duke University, polling over 500 US CFOs. It would appear that US companies are shifting away from a reliance on full-time, permanent workers and moving to workforces with larger representations of temporary, contract, and part-time employees. When I see data like this I remember back to the days when I first became a student of staffing and heard futurists like Charles Handy (author of Age of Unreason) talking about the future of the work force looking like a clover leaf—33% core employees; 33% temp employees (auditioning for core positions) and 33% outsourced providers (doing work for an organization that fell outside the organization’s core competencies). Mr. Zappe attributes the current trend to “a fragile economy and the looming implementation of the national healthcare program.” As reported in this study, 59% of CFOs have increased temporary and part-time workers and are turning with greater frequency to outside consultants and advisers. “The results show the emotional impact of the recession lingers on, keeping CFOs wary about spending, especially on hiring, even as they are more optimistic about their company’s financial health.” The level of optimism about profitability was good. US CFOs reported their expectations that profits will raise an average of 10%. At the same time, they predicted hiring to stabilize at the current low levels, overall headcounts to increase by only 2%. Outsourced employment was targeted to grow at 3%--significantly faster than other types of workers. Economic uncertainty was cited by 44.3% as the reason for not hiring permanent full-timers. The new healthcare law was cited by 38%, while 24% said salary considerations kept them from full time hiring. Of the 28% of companies reported to be employing workers outside of the US, almost 75% expected to add additional workers in the coming year, with the majority of them adding at least as many overseas as in the United States. This article was prepared by Kyle Fitzgerald, Client Solutions Manager of the PACE Staffing Network using information from a variety of sources. For a conversation with our consulting team on what this change in workforce demographics means to you and your company, email us email@example.com. Our mission is to help companies use alternative staffing strategies to their competitive advantage.
by Jeanne Knutzen | September 18, 2013
0 Blog, Human Resource Roles Job Market, pace staffing, Recruitng Profile, Seattle Staffing, Seattle Staffing Agency, Seattle Temporary Staffing, Staffing Agency, Temporary Staffing In Seattle, Work Environment
Hiring the right employee isn’t just about finding the best talent in the marketplace, but finding and eventually hiring an employee whose skills, work style and motivations best “fits” the unique requirements and offerings of a specific job and the work environment that goes along with it. To “hire right,” hiring managers and recruiters need to first understand the type of employee who best fits the actual work requirements—to create what we call a RECRUITING PROFILE. Recruiting profiles are different from JOB DESCRIPTIONs, in that they are singularly focused on defining the qualities of candidates best suited to do the work identified in the job description. An effective RECRUITING PROFILE helps recruiters and hiring manager’s source candidates from the right places, recruit them for the right reasons, and hire the one candidate who best fits the full scope of work requirements. It focuses on KEY REQUIREMENTS, both the hard and soft skills needed for success, instead of wasting recruiter time chasing a perfect candidate who may or may not exist. Here’s our list of 25 things recruiters and hiring managers need to know about a job BEFORE they begin the search for candidates. This is a list based on our years of experience supporting countless hiring decisions, paying attention to what works and what doesn’t. THE WORK 1. Why Does this Job Exist? From an organizational perspective why is this job needed? What is it intended to accomplish/contribute different from the contribution of other jobs on the team? 2. How Will the Employee Spend Their Day? What are the reoccurring tasks the employee will need to perform on a regular/daily basis? How will the employee spend most of their time? Doing what type of work/tasks? 3. Variety. Scope of Work. What is the range of work or variety of tasks that must be performed in order to produce the work product needed? How varied in terms of content or complexity? How much organization is required to deliver the results needed? 4. Work Cadence. What is the typical pace of work that is required to achieve deadlines? Will the employee be expected to be an accomplished multi-tasker? How frequently are they asked to meet deadlines and what is the impact to others for an employee missing a deadline? 5. Key Deliverables. What are they key outcomes or work products that must be delivered on a regular basis by the person doing this job? What is the impact to the team/organization if the work doesn’t get done? Who/what is impacted? 6. Complexity. How would you describe the level of detail or complexity that goes into the completion of each deliverable/work product? How many factors must be considered before taking action? How much coordination must be done with others? 7. Quality or Quantity? Is the work content or expectations the type that would require an employee to consistently choose between quantity or quality? Or is the balance somewhere in between? 8. Problem Solving/Challenges. What types of problems are typically addressed by this employee? Will the issues that come up tend to be unique or reoccurring requiring application of proven solutions? Will the employee be asked to think outside the box—to come up with something new or innovative, or are more tried and true solutions more valued? 9. Interpersonal Communications. Who and what type of people does this person interact with on a regular basis? How often? Written? E-mail, etc.? Are there any special circumstances surrounding the people they will communicate with regularly? Styles they need to accommodate? 10. Influence. Persuasion. Negotiations. How often will they be required to influence, persuade or negotiate with others? Will those people tend to be bosses? Peers? Direct reports? THE WORK ENVIRONMENT 11. Decision Making/Autonomy. How many and what kind of decisions will this person make at the direction of others? How many and what kind of decisions are they expected to make on their own? 12. Change. Would you describe the work environment as organized, structured and stable, or in frequent flux, subject to change without a lot of notice or preparation? How are changes handled in the work environment? 13. Training/Mentorship Availability and Requirements. What level of training, mentorship or hands on instruction will be available to the candidate? How much of the work to be performed will require company-specific training? 14. Teamwork. Collaborations. How often will the employee be asked to collaborate with others on getting work done, to make decisions? To put team goals ahead of personal goals? 15. Learning. To deliver the outcomes required, how often and in what ways will they be required to learn something new? Are they required to do most of their learning on their own, or how is new knowledge introduced into your work environment? 16. Management Style. Goal Setting. How tightly will the employee be managed with respect to goals, expectations and performance tracking? How will goals and expectations be communicated? Measured? What are the consequences of below target performance? 17. Management Style.Feedback and Support. How often and in what ways will they be given feedback? How available is their supervisor to answer questions, provide support? KEY REQUIREMENTS 18. Required/Preferred Skills. To deliver the work products required, what skills will be required that can’t be acquired on the job, via training or instruction? What skills would be helpful, but not absolutely necessary? Will the required skills be needed at the entry, intermediate, or advanced levels? 19. Required/Preferred Knowledge. To deliver the work products required, what knowledge or subject matter expertise is needed? Preferred? What components of the knowledge required can be taught or learned on the job rather than via formal education/training? 20. Required/Preferred Work Experience. To deliver the work products required, how much actual on the job experience is required? Preferred? Is it possible that a fast tracker could have acquired the skills or knowledge needed with less work experience? Are there some specific types of work experiences more valuable or relevant than others? 21. Required/Preferred Personal Qualities Important to Success. What are the key personal qualities that a candidate needs to have in order to be successful? How would you describe the qualities of previous candidates who have been successful in the role? How are those traits different from those who have been unsuccessful 22. Required Certifications/Education. What certifications or licenses are required in order to perform the required job functions? MOTIVATORS 23. Attraction Opportunities. What are some of the special opportunities that will be available to the employee who accepts this job? Opportunities to learn new things? To advance their career? To make a noticeable contribution? In other words, why would someone want to take this job? Where in their career cycle would the preferred candidate likely be, entry level? Mid/aspirational level? Mastery level? 24. Attraction Elimination Issues. Are there any factors in work content that would eliminate candidates based on certain personal preferences or restrictions? Travel? Availability? Pay rate? Physical working conditions? 25. “Corporate Fit.” How would you describe the “selling features” your company typically uses to recruit and retain its employees? Opportunity for advancement? Pay/Benefits? Entrepreneurial environment? Industry leadership? For a copy of a one page RECRUITING PROFILE which will summarize all of the information needed to focus your search for the right candidate, contact us at firstname.lastname@example.org. You can also inquire about additional interviewing guides, tools and checklists that are a part of our HiringSmart Best Practices Series.
by Jeanne Knutzen | September 10, 2013
If you’re on the verge of choosing a college major or making a mid-life career transition, consider adding healthcare management to the options on your list. Healthcare management/ healthcare administration offers a promising path for those who are passionate about some but not all aspects of healthcare, and who have a natural talent for business. A flash of social savvy, the ability to think critically, and strong analytical skills can also help in this field. Generally, healthcare management is an ideal place for those who like the challenges of administration and enjoy helping people overcome medical challenges, but who prefer to work in an office rather than a clinical setting. Does this describe you? If so, you may enjoy the challenges and rewards of managing a hospital, private medical practice, residential facility, or care clinic. Here are a few other reasons this profession might be the right one for you. 1. Opportunity The healthcare field is growing fast, and hiring is on the rise in every area of the country. To accommodate the healthcare needs of a wave of retiring baby boomers, clinics and private practices are opening everywhere, and these facilities need to hire and manage staff at a rapid and growing rate. If you have a degree in healthcare policy, healthcare administration, or business, the door to this field is wide open. 2. Earning Potential While healthcare managers may have educational debts to pay off immediately after graduation, salary potential in this field can be high, so these debts may not last for long. According to the Bureau of Labor statistics, salaries for entry level positions in this field may start at around 40,000, but they can grow quickly into the six figure range. Larger clinics and hospitals in urban areas can usually provide faster salary growth. 3. Career Flexibility Healthcare management skills are highly transferable from one employer to the next, and these skills can also support success in other fields as well. These skills involve staffing, coaching, motivating a team, and managing complex budgets and schedules. 4. Advancement Potential In healthcare management, when it comes to career growth, the sky is the limit. If you’re looking for ways to take on more responsibility, increase you salary, and expand your field of influence, this career offers a great place to start. At the very top, large hospital CEOs are some of the highest paid professionals in any field. To learn more about what it takes to launch your career in this demanding field, make an appointment with the Seattle staffing and career management experts at Pace.
by Jeanne Knutzen | July 23, 2013
0 Blog, Human Resource Roles Build Candidate Engagement, Engage Potential Candidates, Engage Talented Applicants, Seattle Staffing, Seattle Staffing Agencies, Seattle Staffing Agency, Seattle Temporary Staffing, Seattle WA Staffing, staffing agencies seattle, Staffing In Seattle WA
You know that your job post provides potential candidates with their first—and sometimes only—contact with your company and your brand. And you know that a well written job post can mean the difference between a vast, highly talented candidate pool and a thin pool with a lower level of average ability. But beyond clarity, honesty, and striking the right tone, what steps can you take to get the best candidates to emotionally engage with this opportunity? Keep these considerations in mind. 1. Encourage daydreaming. If possible, get potential applicants to envision themselves in this position, literally sitting at this desk or working on this job site. The lives they lead in this vision should offer everything they want, whatever that may mean—including glamour, personal reward, new experiences, travel, or any other relevant form of personal satisfaction. 2. Know your target audience. Know what your ideal candidate wants, but more specifically, know what kind of person she’d like to be. Adjust your job post to reflect positively on this goal. 3. Put yourself in her shoes. Remember the last time you were on the job market. Remember the difference between finding a position you felt relatively sure you could tolerate and finding a job post that made your heart beat a little faster. People light up when they get a glimpse of something they truly want, not just something they feel like they should want. 4. Leverage your brand. Even if your company is small and not well known in the larger marketplace, use whatever small leverage you have to grab your candidate’s attention. If you can just inspire a talented candidate to make the two clicks it takes to visit your company’s website, you’re halfway home. (Of course, you’ll need to control what she sees when she visits your site or runs your name through a search engine.) 5. Be ready to draw her into the application process. When your ideal candidate submits a resume, she should get an instant message letting her know her application was received. From that moment forward, she should be treated with respect and kept informed of all relevant timelines throughout the selection process. Turn a great first impression (your job post) into a great second, third, and fourth impression. For more information on how to grab and hold the attention of highly talented potential applicants, reach out to the Seattle staffing experts at Pace.
by Jeanne Knutzen | July 2, 2013
0 Blog, Healthcare Staffing A Career In Health Administration, healthcare administration jobs in seattle, healthcare administration jobs seattle, healthcare administration jobs seattle wa, Seattle Staffing, Seattle Staffing Agencies, Seattle Staffing Agency, Seattle Temporary Staffing, Seattle WA Staffing, Staffing In Seattle
Healthcare Administrators, also sometimes called Health Administrators or Healthcare Managers, form the backbone of functional healthcare facilities like hospitals, nursing homes, and urgent care clinics. While doctors, RNs, and medical practitioners handle the clinical needs of patients and clients, healthcare administrators oversee the entire clinic and handle the hiring and scheduling of these practitioners. Administrators also manage the operational needs of the facility including vendor contracts, supplies, and budgeting. This is a position of high responsibility and high reward, and the outlook for this role is very promising. Healthcare administrators are in high demand right now, and this demand is expected to grow substantially over the next ten years. Should you pursue a career in this field? Here are few considerations that can help you decide.
by Jeanne Knutzen | June 28, 2013
0 Blog, Human Resource Roles job offer letters, job recruiters seattle, Qualities Of Great Recruiters, recruiters in seattle, recruiters seattle, recruiters seattle wa, Seattle Staffing, Seattle Staffing Agencies, Seattle Staffing Agency, Seattle Temporary Staffing, Seattle WA Staffing, Staffing In Seattle, The Search For a Great Recruiter, What To Look For In A Recruiter
A sharp, highly experienced recruiter can be an invaluable member of your hiring team. And establishing an ongoing relationship with a well-connected recruiting firm may be the best hiring move you ever make. But even as your recruiters head out into the world to represent your company and help you find the strongest candidates, you’ll still need to screen and select those recruiters based on your own specific staffing needs. So how can you identify the recruiters and firms that are likely to bring the best results? Here are a few signs to look for before you make a commitment. 1. Great recruiters are great listeners. Your positions come with very specific requirements and skill demands, and in order to understand these requirements, a recruiter has to possess a basic understanding of how your company works and how each position contributes to the larger picture. When you sit with your recruiter and explain a specific role, does he or she listen closely, ask the right questions and remember details accurately? 2. Great recruiters are well connected. They’re socially savvy, tech savvy, and have wide professional networks at their disposal, both online and off. They’re an active presence at industry events, they have long lists of contacts and vast online footprints, and they’re known and respected wherever they go. 3. Great recruiters are experienced. The best staffing and recruiting firms have been in the business for a few years and have had plenty of opportunities to get the lay of the land. They’re also staffed with seasoned recruiters who can share with each other what they’ve learned. A team of five recruiters with an average of ten years in the field should amount to a firm with fifty collective years of experience. 4. Great recruiters can tell the difference between “impressive” and “relevant” credentials. They know how to weigh technical skill sets against qualities like adaptability and resilience. They know that “fit” often matters more than any other quality, and they know how to spot red flags and investigate them further in order to protect their clients from expensive mistakes. 5. Great recruiters use proven methods. They rely on efficient phone screening techniques, first round interviewing models, skill testing, and background checks to separate the best candidates from the rest of the pack. 6. Most important, great recruiters are fast and accurate communicators. When employers need them, they’re there. They answer messages quickly, source and screen applicants on tight deadlines, and make the needs of their clients a top priority. If you’re looking for a top-notch Seattle staffing team, arrange a consultation with the experts at Pace. We can help you find the right people with the skills you need to move your company forward.
by Jeanne Knutzen | June 21, 2013
0 Blog, Finance/Accounting Roles Financial Qualifications You Need, financial staffing seattle, Hiring Financial Staff, Hiring Your Financial Team, Seattle Staffing, Seattle Staffing Agencies, Seattle Staffing Agency, Seattle Temporary Staffing, Seattle WA Staffing, Staffing In Seattle WA
As your business expands and your market footprint begins to grow, the size of your staff will need to keep pace. Hiring demands will pick up across all aspects of your company from production to customer outreach, and your financial department will be no exception. While you may have handled most of your accounting needs on your own during the early chapters, this just isn’t realistic beyond a certain stage. You’ll eventually need a CPA to manage to your tax responsibilities, a book keeper to monitor your revenue streams and cost centers, and eventually a controller to make sure your shareholders understand what’s happening behind the scenes. What kinds of traits and skills should you be looking for as you move forward with your financial hiring process? Keep these considerations in mind. Chief Financial Officer A CFO manages and oversees all aspects of your company’s financial operations. From keeping costs under control, to improving efficiency in processing, to monitoring all financial reporting, the CFO holds final accountability for this aspect of your company. There are no specific qualifications or licensing requirements for CFOs, but this should be a person you trust as a money manager and also as a leader. He or she should hold a four year degree in business management or finance—at the very least—and should possess exceptional leadership and communication skill. Certified Public Accountant Your CPA is the person who will ensure that your company functions in accordance with state and federal regulations, which include tax payment and filing issues. Since CPAs interact directly with the government and the legal system, they’re required to abide by strict licensing and certification requirements that vary by state. Before you consider any candidate for a CPA position, make sure he or she holds these credentials and ideally has some experience with your specific type of business (LLC, partnership, sole proprietorship, etc). Controller Your controller will handle all your company’s issues related to financial reporting. These will include shareholder communications, long term business forecasting, and budgeting. A controller should possess an MBA or a four year degree in finance or accounting. Advanced CFA, CMA or CPA certification suggest an additional measure of competence. In addition to the positions listed here, you’ll also benefit from the skills of an advanced accounting staff and at least one book keeper, an entry level employee who keeps track of sales figures, invoices, and operating expenses. For specific guidance as you begin the recruiting process for each of these roles, reach out to the financial staffing experts at Pace.
by Jeanne Knutzen | June 7, 2013
0 Blog, Healthcare Staffing healthcare jobs in seattle, healthcare jobs in seattle wa, Healthcare Staffing In Seattle, Seattle Staffing Agencies, Seattle Staffing Agency, Seattle Temporary Staffing, Staffing In Seattle, Staffing In Seattle WA, Video Healthcare Interviews
Video interviews are becoming a mainstream way for companies to streamline their hiring process. As the ease of video conferencing increases, healthcare employers are saving money and time by cutting back on in-person interviews, especially during the first round of the selection process. Simply asking a candidate for twenty minutes of online conversation reduces countless energy, cost and travel time for both the company and its applicants. But as it happens, online capability often means shorter notice when interviews are scheduled. While traditional interviews usually involve a few days of prep time, employers often schedule online meetings within 24 hours. So if you have only one day to prepare for your meeting, what can you do to make sure you’re ready? Try these steps.
1. First, make sure you have the right equipment. This includes a working, reliable webcam and all the necessary software you’ll need to establish a connection. Ask the employer if there are any specific programs you should have access to, like Google or Skype, and do all the downloading and installing you need to do right away.
2. Then set the stage. Make sure your backdrop is appropriate, clean, professional and not too cluttered. A simple blank wall will work fine. And pay attention to lighting. Arrange the lamps and natural light in the room to highlight your best features and factor in the time of day when the interview will be taking place.
3. Choose your outfit. A suit, nice blouse, or simple dress will usually do for an interview setting. Just make sure everything is clean and wrinkle free.
4. Plan for contingencies. Arrange child and pet care so you are not distracted. While you’re at it, make sure your neighbors, friends and family know not to stop by and ring the doorbell. Silence the ringer on your phone and anticipate any other potential distractions.
5. Focus on poise, just as you would during an in-person interview. Make sure you direct your attention toward the camera, not the screen. It may seem strange, but this will feel more like “eye contact” to your viewers, even if it doesn’t feel that way to you. Don’t make your interviewers talk to the side of your face or the top of your forehead.When you’re finally ready for your moment in the spotlight, complete a dry run with a friend or family member to make sure everything is working as it should. Then use your final hours to conduct a little more research on the company and get some well-deserved sleep. Meanwhile, check in with the staffing experts at Pace for any questions about your healthcare job search.
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This article was written by Jeanne Knutzen, Founder of PACE Staffing Network, an award winning recruiting and temporary staffing agency headquartered in Bellevue Washington.
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This article was written by Nicholas Black, Candidate Services Manager for the PACE Staffing Network, an award winning recruiting and temporary staffing agency headquartered in Bellevue Washington. If you are interested in finding out how PACE can “make a difference” in your job search, contact Nick at candidateservices@
This article was written by Astrid Parrish, a Recruiter at PACE Staffing Network, an award winning recruiting and temporary staffing agency headquartered in Bellevue, Washington.
This article was written by Sara Bennett, Marketing Manager of PACE Staffing Network, an award winning recruiting and temporary staffing agency headquartered in Bellevue Washington.