Entries for the ‘Employers’ Category

Requiring a Formal Education for a Job

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Protocall Group Logo


June 2017
Requiring a Formal Education for a Job
By Strategic Human Resources, Inc.


Have you considered not having a formal education requirement for your current job openings?


Throughout the past couple of years, many companies have been moving away from having a formal education requirement to get a job with their organizations. If you think about it, how much of your college education do you use in your daily work? The trend originated in the IT industry. Companies found that they were cutting off large portions of the talent market by having a formal education requirement. Many of the skills that they were looking for were found in candidates that were not old enough to go to college or that were self-taught. When it became obvious that there was valuable talent in the recruiting world that was being ignored, other business sectors started following suit.

A Fistful Of Talent Article notes that the head of HR for Penguin Random House, Neil Morrison, used extensive hiring analytics and found that degrees had no correlation to the quality of hire and performance level in their organization. While a formal education can provide much needed skills for certain positions, companies are finding that with the tightening talent pool, using a formal education requirement as a primary filter may be too encompassing in the selection process. Ultimately, it comes down to finding people who come to work ready to work.


Strategic Human Resources Inc., is a national full-service HR management firm based in Cincinnati, Ohio. Our president and founder, Robin Throckmorton, can be reached at Robin@strategichrinc.com.



About The Protocall Group
The Protocall Group has been providing temporary, temp-to-hire, direct hire and contract staffing solutions 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 answering the call for their customers and employees. The Protocall Group is proud to be an Equal Opportunity Employer and encourages diversity in the workforce.

For more information about The Protocall Group and its services, please visit them online at www.protocallgroup.com


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.



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

Attracting, Hiring and Retaining Talent for the Long Term

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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.


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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April 2017
Harassment Investigations
By HRisEasy.com


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


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.

Creative Ways to Welcome a New Hire

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April 2017
Creative Ways to Welcome a New Hire
By Amanda Groves

Starting a new job can be a pretty stressful experience. You want it to go smoothly so that your new hire feels happy and welcomed, and settles into the position as quickly as possible. While onboarding can be an effective way of achieving this, it won’t work well if it’s boring or regimented. Let’s look beyond the usual checklists and documentation, training, and tours, to find other, more creative things you can do to help employees adjust to their new work environment successfully.

Get the timing right

A busy Monday morning isn’t always the best time to introduce a new hire to their colleagues. Consider starting them later in the week, or, if possible, on a Friday when everyone is more relaxed and can bond more easily. If there’s a team outing or night out planned, you could always invite the person to come along before they start on their first day. Informal meetings are great for getting to know people. Plus, being able to then walk into a new working environment and see a few familiar faces can be very reassuring.

Use the buddy system

There is always a lot to take in when you’re starting a new job, so pair your new hire with a buddy or mentor. Typically the buddy should be a more experienced staff member who doesn’t have a managerial relationship with your new employee. A buddy will be able to answer questions, provide support, and help establish rapport with other staff members. Remember, everyone needs a friend at work, even if it’s just to ask where the best places are to get lunch.

Set up their workspace

This isn’t just about making sure the new person has everything they might need to perform their job. Think outside the box to make them feel really welcome. That might mean creating a welcome pack that’s filled with items branded with the company logo. Everyone likes presents and with a little attention to detail you can make your new hire feel special and like they’re a valued part of the team.

Establish a tradition

Maybe it’s bringing in coffee and donuts every time someone new starts, or the team all going out for lunch together to a favorite spot. Food and conversation helps break down barriers and offers everyone a social break away from their work. If your company has happy hour, invite the new person along for a drink in their honor.

Give them something to do

If the day isn’t filled with training and onboarding activities, give your new hire some small tasks related to their role to get them started. The first day can leave new employees feeling that they haven’t achieved very much, so giving them work to do will ease them into the job. That way they can leave with a sense of accomplishment and with an eye toward what they will be working on next.

End the day with a chat

Before they leave for the day, ask new hires how they’re making out. How was their first day? Do they have any questions or concerns? Briefly outline what they can expect to be doing in the next week so they know what to expect or look forward to. Thanking them for coming on board and reassuring them that the first day can be a little overwhelming can go a long way toward making people feel comfortable and positive about their new role.

There are plenty of small, thoughtful things that can be easily integrated into the more formal aspects of the onboarding process to help make starting a new job smooth and easy.


Amanda Groves is the marketing manager at Jazz (www.jazzhr.com), the first performance recruiting platform. Jazz is on a mission to make recruiting and hiring easy, effective, and scalable no matter what growth looks like at your company. The Jazz Performer Platform doesn’t just help your company grow, it can help your recruiting process grow up, putting you on the path to hiring “Performers Only.”

Caring As A Competitive Weapon

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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.

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.

It’s Environmental Service Week! Thank You Protocall Group EVS Employees

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The Protocall Group’s healthcare staffing division, along with The Association for the Healthcare Environment (AHE) of the American Hospital Association (AHA), is celebrating National Environmental Services and Housekeeping Week this week September 11-17, 2016.

As an employer of Environmental Services (EVS) technicians in positions throughout South Jersey and Greater Philadelphia, The Protocall Group would like to thank each and every one of our valued staff for their dedication, professionalism and adhering to Joint Commission quality standards each and every day.

We thank you all and would like to recognize:

Carl Beaty, Anthony Bonet, Lauren Brown, Candace Calloway, Theresa Daniles, Kelvin Fleming, John Green, Arlita Hurst, Honest Kamara, Amy Lewis, Mardro McBurrows, Rodney McCaskill, Eugene Mcmillion, John Perry, Karl Rainey, Jeffrey Sansbury, Tatyana Simmons, Kevin Sims, Jonathan Smalls, Kadeem Steplight, Aaliyah Thomas, Burt Thomas, Dimitri Tolliver, Najee Underwood, Harold Williams and Dayana Young.

The environmental service worker maintains environmental and infection control standards within established policies and procedures of the healthcare facility they are assigned to. They perform a variety of general cleaning tasks to maintain patient rooms, offices, hallways and other assigned areas of the facility. They also distribute and track clean linens to user departments and maintain stock levels on nursing floors. The position follows standard practices and procedures and complies with regulatory requirements. However, as a Joint Commission Certified Healthcare Staffing Firm, our EVS employees adhere to the highest industry standards as put forth by our own reputation as well as The Joint Commission.

Zach Fazio, Vice-President of Healthcare Operations, states, “Our EVS employees are valued and they make a difference each and every day to assure that everyone that steps foot in a healthcare facility that we staff, can be assured of the highest quality of cleanliness and infection prevention.”

Click here to learn more about Environmental Services and Housekeeping Week.


The Protocall Group is a Joint Commission Certified Healthcare Staffing firm and a provider of nursing, allied health and environmental health services professionals. Doing business with a Joint Commission Certified Healthcare Staffing Company, ensures:

A Greater Level of Confidence… You can trust that the processes Protocall incorporates have met the rigorous requirements set forth by The Joint Commission.

Third Party Source of Information… Demonstrates our staffing firm’s commitment to providing quality services as measured against national third-party standards.

Highest Standards of Quality and Safety… Ensures that Protocall has met Joint Commission human resource standards for all placed clinical staff.

Labor Day – The History and Meaning Behind this National Holiday

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Labor Day, the first Monday of September, is typically associated with the end of the summer season, one last long weekend for BBQ’s.  But do you know what this national holiday actually means or know the history behind this celebration?

Labor Day was created by the labor movement in the late 19th century.  It began as an parade in New York City organized by union leaders.  At first the leaders worried that workers were hesitant to forego a day’s pay to participate in the rally, but over 10,000 people had taken part in the rally and festivities. 

Holding annual festivities to celebrate workers spread across the country.  However, Labor Day didn’t become a national holiday until a decade later. In 1887, Oregon was the first state to declare it a holiday, followed by New York, Massachusetts and Colorado.  In 1896, President Grover Cleveland declared the first Monday in September a national holiday.

Why a Monday?  One of the most influential labor unions was the Knights of Labor which is located in New York. The union leaders wanted the first demonstration to coincide with their annual conference which took place in early September.  The first Monday of September stuck after the third annual New York City Labor Day was scheduled on this day in 1884.

Did you know that there is a Labor Day and a May Day (International Workers’ Day)?  Both days are celebrated, but Labor Day is the official national holiday and May Day is unofficially celebrated on May 1.  International Workers’ Day arose out of what began as a peaceful demonstration in Chicago by protesters demanding an 8-hour work day. The demonstration turned violent when someone threw a bomb at the police killing one police officer and wounding several others. The police then began to fire into the crowd killing an undetermined number of people. This incident is known as the Haymarket Affair.  This event caused a crack down on labor groups.  Due to the violence associated with this day, President Grover Cleveland chose the September date to honor the American worker when declaring the national holiday.

Labor Day does have quite a storied past, therefore it is not just ANY day off from work. It is a day to honor the social and economic achievements of American workers. It is a tribute to the contributions workers have made to the strength, prosperity and well-being of our country.  

Why is it important to know the history of Labor Day?  Sometimes, we just need a reminder of the benefits and rights that our fellow Americans fought for in the past for us and for future generations.  As a staffing company in the business of workers for 50 years, we feel this is of great importance!

Happy Labor Day!