Entries for the ‘Corporate’ Category

The Protocall Group Announces New Office in Newtown Square, PA

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 The Protocall Group Announces New Office in Newtown Square, PA

May 2017

 

Newtown Square, PA – The Protocall Group, a regional recruitment and staffing company, is growing by leaps and bounds. The company is excited to announce the opening of a new full-service office to better serve our customers and employees in the Delaware County region. The Protocall Group’s Healthcare Division officially opened a new office on April 28, 2017 at 3415 West Chester Pike – Suite 104, Newtown Square, PA, 19073.

 

Two of The Protocall Group’s most talented Staffing Supervisors, Jaymes Cannon and Desiree Blakemore, will be managing the new location to better service an array of customers from Mainline Health to other entities around the Newtown Square area. Both Jaymes and Desiree will be working closely with our partners to ensure the quality service that The Protocall Group has reliably provided for over 50 years will not be affected by this exciting new move. Jaymes and Desiree can be reached in the new Newtown Square office at 610.356.4340.

 

Protocall Healthcare is certified by The Joint Commission for providing quality healthcare staffing professionals to hospitals, physician group practices and healthcare facilities. The healthcare staffing services certification process provides a comprehensive evaluation of key functional areas such as processes for verifying the credentials and competencies of provided healthcare staff. The Joint Commission Staffing Certification requirements ensure that a healthcare facility’s HR Accreditation Requirements of Infection Control, Cultural Diversity, National Patient Safety Goals, Licensure Verification, Education and Training, Assessing and Reassessing Competency and Clinical Background Checks are met. The Joint Commission standards and emphasis on clinical practice guidelines require consistency in our approach to care, and ensures continuous compliance to standards and performance improvements, thus reducing the risk factor.

 

The Protocall Group has been providing temporary, temp-to-hire, direct hire and contract staffing solutions to employers throughout the South Jersey and Philadelphia Metro region since 1965. Specializing in the Healthcare, Industrial and Office and Professional industries for over 50 years, the Protocall Group team prides itself in their willingness to go the extra mile, and always making sure to answer the call for their customers and employees. For more information about The Protocall Group and its services, please visit them online at www.protocallgroup.com.

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For more information, please contact Laura Gomez at lgomez@protocallgroup.com

Attracting, Hiring and Retaining Talent for the Long Term

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Protocall_Staffing

May 2017
Attracting, Hiring and Retaining Talent for the Long Term
By William Clarke

Every time an experienced employee walks out the door they take a boatload of experience with them. That experience is valuable and losing it hurts. Whether a manager or individual contributor, the longer good employees stay, the better it is for your organization, which is why hiring for longevity should always be near the top of a recruiter’s list of priorities.

Eliminating attrition altogether is impossible, but creating structures to find, hire and support people disposed towards longevity has wide ranging benefits. After all, training and onboarding is time intensive and expensive, and institutional knowledge is valuable, which makes holding onto productive contributors an important aspect of growing and improving organizations.

According to the Harvard Business Review, “people leave their jobs because they don’t like their boss, don’t see opportunities for promotion or growth, or are offered a better gig (and often higher pay); these reasons have held steady for years.”

Recruiter’s can reduce attrition with a strategic hiring process that anticipates these issues and incentivizes candidates looking for opportunities to grow within a progressive role.

Align with hiring managers to create a compelling role

The most compelling jobs are those that offer stretch potential to candidates. Work with hiring managers to create a job description that you can sell. Within the scope of the position’s responsibilities, imagine how hires would progress from quarter to quarter, and year to year. Consider what it would take to keep an ambitious, proactive and talented employee both challenged and happy at each stage. Brainstorming with hiring managers allows you to figure out how to get the most out of each hire while giving hires the type of growth potential that keeps them around.

Calibrate compensation for the role

Folks won’t stick around if they aren’t paid fair market value. And you can’t hire good people if you aren’t paying at or above market value. Even more, the internet is now awash in information about employers, which means if you’re getting dinged on Glassdoor or your comp doesn’t match up to Payscale, you’re fighting an uphill battle. Even if you do hire people, they may not wait very long before looking for something better. The bottom line: pay people what the role deserves. Otherwise expect a revolving door.

Market the opportunity

Most people want two things out of their jobs: stability and growth. If you can offer both of those, you’re in good shape. But you need to emphasize that with candidates from start to finish. In everything from job descriptions to outreach, phone screens and interviews, make it clear that a longer, stronger commitment will drive their own growth and be rewarded. Provide examples when you can of others who started in similar roles before moving into leadership positions.

Show what success looks like

Don’t leave the first two years at your organization up to your candidate’s imagination. Instead paint a vivid picture for them of the things they’ll accomplish as part of a high-achieving team and how the initial responsibilities will escalate. Show them how much their work will impact the organization. The more integral they know they’ll be from the get-go, the more they’ll commit themselves to long-term goals of your organization and stick it out even when the going gets tough.

Deliver focused onboarding

One of the most predictive metrics for employee success and retention is a strong onboarding program. Without one, organizations are leaving value on the table and failing to set their employees up for success. To maximize value, design a focused, in-depth onboarding program to every employee. Show them everything from organizational values to high-level business goals and basic training with new software tools they may not know. Eliminating the sink or swim mentality and instead introducing new hires to the ins and outs of the company gives them a leg up as the ramp up, and shortens the time period between when they join an organization and when they start providing value.

Perform in-depth exit interviews

It may not seem like it, but every time an employee leaves you have an opportunity to learn more about the internal workings of your organization. That’s why exit interviews are so important. Why people leave is a question you need to know the answer to. Whether it was a clash of personalities, unrealistic expectations or an out of whack compensation structure, tracking what’s causing departures helps fix things before they become even bigger problems. Not every employee will want to do an actual interview, so digital questionnaires work too. The key is to get some explanation of why they left, and see if there’s anything the organization can do differently in the future.

Track and iterate

Tracking successful hires can seem counterintuitive for recruiters, since it means working with current employees more than recruiting future employees. Yet it’s crucial to look at who sticks around, who gets promoted, and who is happy plugging away at the same role for years on end. Comparing results to predictions and estimates gives recruiters valuable insight into the traits, characteristics, similarities and differences of candidates. Knowing what kind of candidates tend to turn into certain kinds of hires gives you a leg up when you’re recruiting new people.

Takeaways

Reducing the rate of turnover can have dramatic effects on an organization’s bottom line. More than that, it has positive second order effects like higher morale and greater efficiency. But keeping people happy is hard work and talent teams have to be aligned top to bottom to make sure that recruiting, talent management and other functions are asking the right questions to create a system that inspires and challenges different kinds of people in all the right ways.

 


 

William Clarke is a writer for Entelo, a new and better way to recruit. The Entelo platform combines machine learning, predictive analytics, behavioral listening, and social signals to help recruiting organizations identify, qualify, and engage with talent. To learn how leading companies such as Facebook, Schneider Electric, and Tesla are building their teams using Entelo, visit www.entelo.com.

Why Rotating Employees Through Your Company Is a Win-Win

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May 2017
Why Rotating Employees Through Your Company Is a Win-Win
By Charles Coy

 

The days of employees spending decades at a company — and receiving a gold watch in gratitude — are long gone. Workers today are constantly on the move, a fact of life that will only accelerate as job growth picks up. But the turnover poses particular challenges for companies looking to hold onto their best and brightest.

In response, innovative companies are embracing a promising new retention strategy: employee rotation. Instead of locking workers into a single job category with a specific career trajectory, companies are moving workers through a variety of positions within departments or teams. Job rotation is seen as a way to motivate key employees, broaden their skill sets and, most important, hold onto them. It also gives employers the comfort of knowing there’s someone who can quickly fill an ailing or departing coworker’s shoes.

“I can’t think of a single industry that wouldn’t benefit from job rotation,” says Susan Heathfield, a human resources consultant who’s been in the business for 30 years. “It helps employees spread their wings and extend their boundaries” and, she says, it helps employers engage and motivate their staff.

The Payoff for You and Your Staff

So where to start? First, recognize that employee rotation programs should be implemented with careful consideration. Every company should establish clear guidelines with each internal team so employees know what the rotation will entail and managers have a set of best practices. Otherwise, the rotation will fall apart as employees wander from job to job without clear guidance or oversight. Have a purpose, have a plan and have a way to measure if the rotation is successful, Heathfield said. The programs can often be costly in terms of time spent training workers for their new jobs, she says, but the benefits can far outweigh the expense.

Take, for instance, human resources. In a large company, an employee who typically handles employee health insurance can be shifted into a position that tends to job referrals. “So many employees come to human resources for a multitude of reasons and it makes more sense if their questions can all be answered by their first point of contact,” explained Heathfield. “I want everyone in HR cross-trained so that you can serve employees immediately.”

The same logic applies to sales teams. Since sales hinge on relationships, it’s crucial for everyone on the team to be familiar with one another’s clients. “Normally people have dedicated customers, but having someone else available if the (primary point of contact) is out to serve your customers is key,” Heathfield said. Sales folks are always reticent to share their clients, but will if given the right incentives.

A Motivated Worker Is a Happy Worker

It happens — a lot. You have a valued employee whose skills have grown beyond her current duties and, yet, a promotion isn’t an option. In any organization — flat or hierarchical — the opportunities to move up the ladder get smaller the higher up you go, notes Heathfield. Then, too, the employee may not want a promotion to the next rung. She’d rather stay an individual contributor than move into management.

For these folks, job rotation can be a key retention strategy to keep them within your company. Whether an employee wants to be promoted or not, job rotation improves their skills and gives them a broader understanding of the inner workings of a company.

Sometimes, a valued employee’s career path isn’t the right one for her. But that doesn’t mean she needs to pack up and leave. Quite the opposite. Too often we follow the old adage “If it ain’t broke, don’t fix it” and are happy to have employees do what they’ve shown they can do best. But a lot of workers might be happier facing different challenges and learning new skills. The Society of Human Resources Management reports that self-growth and career development are among the top five most important considerations for workers.

If employees don’t feel like they’re growing, they’ll head for the exits, warns Heathfield. So if you’ve got a great employee who has expressed interest in trying out new roles within your company, work with them to create a job rotation plan or test phase — it could be the difference between losing a stellar employee and helping them find a new passion that, in the end, bolsters your bottom line.

 


 

Charles Coy is the senior director of analyst and community relations at Cornerstone OnDemand (CSOD), a leader in cloud-based applications for talent management that helps organizations recruit, train, manage, and connect their employees. He thinks a lot about how technology can influence how businesses evaluate, motivate, and value their employees—especially in light of the rapid changes happening in today’s workplace. Coy can be contacted at ccoy@csod.com.

 

This article comes to us from our friends at Cornerstone OnDemand.

Harassment Investigations Q&A

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Protocall_Staffing

April 2017
Harassment Investigations
By HRisEasy.com

Question:

Do we need to investigate rumors of harassment even if no one has made a complaint?

Answer:

Yes, I recommend you investigate. A company always has some inherent liability in relation to discriminatory or harassing comments or behavior. The level of liability usually correlates to the nature, severity, and context of the comments, the position of the employee who made them, and what the employer does or does not do about it.

Since you have knowledge of a potential situation, I recommend you investigate the matter and take appropriate disciplinary action if it turns out your anti-harassment policy was violated. As you conduct the investigation, document the discussions you have as well as your findings, and reassure those you interview that their participation will not result in retaliation.

If you need additional guidance on conducting an investigation, please contact us at HRisEasy.com.

 


HRisEasy.com understands that your HR to-do list is never done; Let us check a few things off for you. In addition to live HR consulting, we offer an award-winning online Support Center packed with HR tools, documents, law updates, and more.

Caring As A Competitive Weapon

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Protocall_Staffing

April 2017
By Ed Frauenheim and Shawn Murphy

 

 

A sense of belonging–even love–drives higher revenue, according to new Great Place to Work study.

Soft is hard-edged when it comes to business growth.

That’s a key takeaway from new research from Great Place to Work, conducted while creating the 2016 Best Small and Medium Workplaces list. This research showed that one of the strongest drivers of better-than-average revenue growth among smaller businesses is a caring community at work.

Caring ranked as more pivotal for growth than the usual suspects such as a clear business strategy, innovation activities, and competent leadership. So the caring-as-competitive-edge finding is striking. But it is not entirely surprising to the two of us co-authors, given a growing collection of data about the importance of psychological security, community, and a sense of belonging.

Indeed, the signs point to a future where the firms best poised to lay waste to rivals are the ones that best cultivate brotherly and sisterly love within their walls.

Great Place to Work conducted this research by looking at several hundred small and medium-sized companies, and examining more than 52,000 employee surveys.

The study sought the strongest drivers of revenue outperformance by looking at the relative impact of the 58 questions from Great Place to Work’s Trust Index© Employee Survey.

At the very top was “Management hires people who fit in well here,” followed closely by “People care about each other here.”

When employees in a high-trust culture experience a caring workplace, they are 44% more likely to work for a company with above-average revenue growth. It’s notable that hiring-for-fit is a slightly stronger driver of better revenue. That’s a signal that newcomers–especially jerks–can upset a close-knit, high-performing team. Other top 10 drivers paint a picture of a caring, collegial environment. They include “There is a ‘family’ or ‘team’ feeling here” and “You can count on people to cooperate.”

One caveat about the study is that all the companies studied are Great Place to Work-Certified. That means 7 of 10 of each companies’ employees gave them positive scores on the Trust Index Survey, indicating that staffers at these firms have a solid level of trust in management, camaraderie among themselves, and pride on the job.

It may be that companies with low or broken trust with management would not see that a more caring environment would spur stronger sales growth.

But the connection Great Place to Work found between a caring community and competitive success dovetails with other research.

Google, in its pursuit to understand what fuels high performance in teams, recently learned that psychological safety is the primary influence. Psychological safety helps team members feel comfortable sharing opposing ideas or presenting new ones. Central to psychological safety is the willingness to be vulnerable in front of others.

Or consider earlier studies by Roy Baumeister of Florida State University on links between the need to belong–a close cousin of caring–and behaviors important to team effectiveness. Baumeister found that people rejected by others show counter-productive behaviors such as aggressiveness, reluctance to help, lack of empathy, self-defeating behavior and even “temporary reductions in intelligent thought.”

Co-author Shawn Murphy highlighted the role caring and belonging in his book, The Optimistic Workplace. In interviews conducted by Murphy for his book, employees in high-caring work environments experienced higher levels of pride towards the company and their work product. What’s more, caring and a sense of belonging can contribute to greater fulfillment in life.

In one case, a mechanic from Luck Companies expressed how his life changed because of the positive work environment at the provider of building materials including crushed stone. Kelly, the mechanic, said he felt “needed” at Luck Companies. “I know that what I do actually does make a difference and does matter,” he said. “When I see that I aspire to do better, do more.” The environment at Luck is shaped by the care the company demonstrates in living up to its motto of “igniting human potential.”

In another company, BambooHR, the expression of care comes through in the start-up’s “anti-workaholic policy.” While it sounds cheeky, the intention behind the policy is rooted in concern for employees. BambooHR wants employees to have a life outside the organization. Employees who consistently work more than 40 hours a week take time away from family and friends. The policy helps employees find a healthier way to integrate their personal and professional lives.

Caring and belonging are “soft,” intangibles. Yet their impact on a business is very tangible. Businesses willing to look beyond the traditional, supposedly “hard” levers of revenue growth are likely to outperform those stuck using yesterday’s business knowledge.

Today it’s never been clearer: caring is a competitive weapon.

 


 

Ed Frauenheim is Director of Research and Content at Great Place to Work®. Ed provides insights into how Great Places to Work For All are better for business, better for people, and better for the world. He has spoken at more than 20 events, co-written two books and published articles in Fortune, Wired and the Seattle Times.

Shawn Murphy is author of The Optimistic Workplace and CEO of consulting firm Switch and Shift.

Roy Fazio, Co-Owner of The Protocall Group, Named one of Staffing Industry Analysts’ Top 100 Most Influential People in Staffing

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Roy Fazio Headshot_2014Roy Fazio, Co-owner of The Protocall Group, an award-winning staffing firm based in Cherry Hill, New Jersey, has been named one of the Top 100 Most Influential People in Staffing by Staffing Industry Analysts.  This list of 100 staffing professionals profiles those men and women who have made a difference in the staffing Industry and in some way have affected the world of the contingent workforce.  Roy Fazio’s innovative programs, such as the first “vendor on premise” program in the staffing industry and the national staffing association, The Affiliated Staffing Group (ASGroup) have differentiated him from the competition.

The Protocall Group is a full-service, independent and family-owned and operated recruitment and staffing firm, which has been in business for more than 50 years as a regional leader in the employment of temporary staffing.  Since 1965, we have employed the best people and our goal has always been to make the staffing process as seamless as possible for our customers.  The Protocall Group has staffing offices in southern New Jersey, Philadelphia and suburbs.  We employ over 8,000 temporary, temp-to-hire and direct hire applicants in 3 staffing verticals: Industrial/Warehouse, Healthcare, and Office & Professional.

Roy, a veteran of 44 years in the staffing industry, recognized a need to share ideas and best practices with other staffing firms in non-competing markets in order to foster growth and education, thus the creation of The Affiliated Staffing Group, a private international staffing industry association of non-competing, independently owned companies that share systems and processes with fellow staffing companies to foster growth and education. ASGroup member companies are staffing industry professionals who work together for the common good of our industry.  ASGroup is comprised of members located throughout North America with more than 200 branch offices in 33 states and Canada.

Roy Fazio has served on boards of directors for a community bank, a large nonprofit hospice and New Jersey’s largest chamber of commerce.

The Protocall Group’s 2016 Award Winners!

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The holidays are a special time at The Protocall Group!  This time of year is a time of appreciation and giving. The Protocall Group takes this time to show its appreciation to all of the employees with holiday parties, as well as to recognize those employees who are celebrating special anniversaries with awards.  We applaud these employees for their continued dedication to Protocall.

YEARS OF SERVICE AWARDS

The “Best Place to Work” logo in our email signature lines must be true! Several of our employees are celebrating 5 and 10 years of service.  We also celebrate an employee who has been with Protocall for 20 years! The Protocall Group is honored to recognize the following employees as part of the Protocall team!

Sylvia Richardson, Payroll/Billing Coordinator for the Industrial Division, joined Protocall in 1996 and has reached a 20-year milestone as a valued member of the Protocall team. Her warm smile and positive, fun attitude are infectious to all who have the pleasure of working with her! “Sylvia is a pleasure to have on our team in the payroll/billing Department. After 20 years of employment at Protocall, Sylvia is someone I can depend on to share her wealth of information to any new employees. I’m sorry she was accidentally overlooked for her 20 years at the company party, but I hope she knows how extremely important of a Protocall employee she is to all!” exclaims her manager Diane Sweeney.  Congratulations on this incredible milestone, Sylvia!

The following Protocall Team Members celebrated their 10-year Anniversaries with Protocall this year!

Courtney Donahue, Regional Director of Industrial Services, celebrated 10 years of service to Protocall this year!  Priscilla Mascuilli, VP of Client Services, tells us how Courtney’s career with us got started.  “Courtney actually started with Protocall in March of 1999 as a night coordinator in our Cherry Hill branch.  She was young and motivated and a few years later I started to discuss a sales position with her which she quickly said she would never be interested in. But I was persistent and eventually in 2003 after visiting a difficult client with me for whatever reason she decided to try it!!” Priscilla adds these kind words regarding Courtney, “She has proven her ability as a sales person with excellent communication and strategic planning skills. Her background working in a branch has also served her very well. These combined talents led me to once again approach her with another opportunity as a Regional Manager, in which she has also done an amazing job! I have been lucky to find such a great asset to The Protocall Group. Happy 10th or 17th anniversary…either way I am happy she is with us!” Thank you Courtney for your dedication and commitment to the Protocall team!

Maureen Napoleon, Branch Manager for NJ Healthcare and Office & Professional, has been a part of the Protocall family for 10 years! Zach Fazio, VP of Healthcare & Office & Professional Operations, offers these kind words about Maureen, “Maureen has been an outstanding Staffing Supervisor and now Manager with Protocall for 10 years.  Over the past 10 years she has exemplified all of Protocall’s values as a company and has done everything she can to be successful in her position.  Congratulations and thank you for your 10 years of service.”

The Protocall Team Members below celebrated their 5-year Protocall Anniversaries!

Evelyn Colon, Staffing Supervisor at Omni Bakery marks her 5th year with Protocall. Melanie Nagle, Branch Manager, commends Evelyn’s 5 years with these kind words, “Evelyn has been a dedicated onsite superviser at Omni Baking. She has an excellent rapport with all of the managers and supervisors at Omni Baking. She puts the customer’s needs first and addresses their critical concerns. She has done an outstanding  job with training and safety and has worked very hard to reduce their injury record.  Evelyn is a team player and is always a pleasure to be around.” Congratulations, Evelyn on this milestone and for your dedication and contributions to The Protocall Group!

Kelly Loux, Payroll/Billing Coordinator for Healthcare NJ celebrated her 5-year Anniversary in June. Kelly’s manager, Diane Sweeney offers these kind words, “Although Kelly Loux has been with Protocall for 5 years, I only had the pleasure of having her join our payroll/billing department 2 ½  years ago. We are thrilled to have Kelly in our department as she is a true asset. She works so well independently and as a team member. She sees a problem and has no qualms about sharing her thoughts for a solution. She is well-respected within her department, the corporate office and the branches for which she processes payroll. I look forward to another 5 years with Kelly in our department.”

Kellie Macrae, Marketing Coordinator marked her 5th year with Protocall in October. This past October Kellie was promoted to Marketing Coordinator. Kim Dobrzynski, Director of Marketing, says, “Congratulations and a huge thank you to Kellie Macrae for 5 years of much-appreciated service with Protocall.  During these past 5 years, Kellie has been instrumental in handling the day-to-day and project-based marketing needs of our branches. She has such a great rapport with everyone in our branches and is always so helpful to do her best for their marketing needs. She truly understands the needs of the branches and offers creative ideas to give them tools for sales and recruitment. Her creativity, organization, commitment, and keen attention to detail make Kellie a tremendous asset to the Marketing Department. It is with great pleasure that we get to work with her.”

Kathleen West, Staff Accountant started her career at The Protocall Group in December 2011. “When given the opportunity, she will always ask if she can do anything to help you, especially if she sees that you are inundated with work.  She is amazingly quick at learning new software and/or tasks.  Kathleen is great addition to our Protocall Accounting team!!”, exclaims Debbie Daleus, Kathleen’s Supervisor. Congratulations and thank you for your continued commitment to Protocall!

 

Protocall Group Cuts Payroll Processing Time – A Staffing Industry Case Study

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The Protocall Group cuts payroll processing time by 60 percent

The Challenge

The Protocall Group supplies about 2,500 temporary employees each week to client companies. In addition to placing workers, they’re also responsible for administering their employee time and attendance records and processing payroll. Some of their customer locations recorded temporary employee work hours using manual timekeeping, which is prone to human error and inaccuracies. Paper time records had to be collected, and managers spent hours poring over employee time card data to ensure accurate time records.  They needed a better way to increase efficiencies.

The Solution

Today The Protocall Group uses Lathem’s PayClock Online cloud-based employee time and attendance system to administer and process payroll for 10 enterprise customers, including two industrial bakeries, a custom printer and a food service company. Three of these customers have more than 100 temporary employees.

Using PayClock Online allows the Protocall Group anytime, anywhere access to employee time and attendance records, instead of relying on paper time cards. PayClock Online also easily integrates with the staffing company’s payroll processing software, Avionte, so it eliminates manual entry errors and streamlines the entire payroll process.

The Benefits

PayClock Online also helps Protocall managers with scheduling and filling orders for temporary workers. Trevor Knauss, Payroll and Billing Coordinator, said that implementing the Lathem system has led to increased efficiencies and eliminating errors. While PayClock Online is deployed in 10 locations to date, he said the company plans to install the solution at additional customer locations in the future.

View the case study.

 


“We can access PayClock Online at anytime, anywhere and allow multiple users with different permission levels of access. For example – supervisors are able to easily access employee time card data, but not necessarily change it.”

Trevor Knauss, Staffing Payroll/Billing Coordinator


Hourly Worker Turnover is Costly To Business

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Challenges and Solutions

The Challenge: Budgets
When you have a department budget for temporary staffing or hourly employees, the decision becomes a little more complex.

The Real Issue in Determining a Solution: Cost

What is the Real Cost – Low Pay Can Be a Big Contributor and Cost More in the Long Run – It’s tough to identify a single solution to your business’s hourly employee turnover problems. If the hourly pay is bad and the work is just as bad, it goes without saying that no one is going to want to think of a job with your company as a long-term “career.”

Easy Solutions to Consider:

1. Create a simple incentive program that may not cost your written budget numbers – Create a plan around the issues that affect your productivity. Is it no-shows, lateness or is it productivity? Offer 10 cents an hour increases if they are on time every day in a 30 day period/or no missed days in the last 30 days. If it is 10 cents an hour and they work 150 hours in the month, that’s only $15. A minor increase of 10 cents an hour may save you big $$$ and the $15 may be important to lower wage employees.
If low is not possible…#2 may be an even bigger reward to your productivity

2. Making the Environment a More Welcoming Place – Usually, the best course of action will be to create an environment where non-salaried employees will want to stick around for a long time. Even if you can’t pay more for all hourly positions — particularly those who are just starting out — you can make work a more welcoming place for those employees.

  • Use employee bonding programs or outings to bring your staff together.
  • Heed complaints about managers, especially if you notice patterns.
  • Make sure each person is getting enough training to feel competent and accomplished in their job.
  • Consider varying job responsibilities when possible, to minimize monotony.
  • Figure out ways to engage and reward creativity and new ideas.
  • Create a goal-oriented environment with rewards for hourly employees who perform well.

All of these strategies can help make your department the kind of place where people want to work.

This blog courtesy of and written for Staffing Industry Analysts by Michael Klazema and added to by Roy Fazio – Mr. Klazema has been developing products for the background screening industry since 2009 and is lead author and editor for a background checks community. Roy Fazio is Partner and Executive Vice President for The Protocall Group and has been in the staffing industry for more than 40 years.

Contingent Workers – More Common Place in Business

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Image - Industrial Warehouse EmployeeToday’s economy and environment continues to show that U.S. companies are increasingly relying on a contingent workforce. There are many reasons why, although the one we see most is that the demand for workers exceeds the supply.

  • In 2016, companies reported that contingent workers comprised a median 20% and an average of 22% of their workforce. We define contingent workers as all non-permanent workers including the full range of agency temporary workers, internal temporary workers/interns/seasonal workers, independent contractors and statement-of work (SOW) consultants, but excluding part-time regular employees.
  • The reported share of contingent workforce has shown a trend of substantial increase since 2009, when we first started asking about this metric in our annual buyer survey. The reported contingent share of workforce has risen from a median 10% and an average of 12% reported in our 2009 survey.
  • The mix of types of contingent workers – companies reported the following averages:
    1. Agency temporary workers (50%)
    2. Statement-of-work (SOW) consultants (30%)
    3. Independent contractors (11%)
    4. Internal temporary workers (7%)
    5. Other (3%).
  • When asked about plans for various types of contingent workers over the next ten years, companies were most bullish about increasing their share of outsourced workers, SOW consultants and freelancers. A substantial portion of companies (44%) projected that regular full-time employees would comprise a smaller share of their workforce.
  • Contingent share of their workforce would rise to an average of 25% in two years and 29% in ten years.

*Survey by Staffing Industry Analysts – A Staffing Industry Research Company.