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Earlier this week, litigation support services firm Trial Solutions launched its Attorney Solutions, a nationwide attorney staffing service.

The company says the program will provide licensed contract attorneys under flexible terms to support a variety of case-based requirements, including document review and trial preparation and support.

The company also notes that this new initiative will support staffing requests for multi-lingual attorneys, a position that may have historically been difficult to fill.

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Hewlett-Packard, Charles Schwab, and IBM have had a relatively easy time recruiting top talent over the years. They have had candidates eagerly seeking them out, even in times when the economy was booming and other firms were struggling to fill key positions.

Some would say this was because of their reputation as great companies to work for or because of their good career potential and solid benefits.

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Nearly half of all workers who accept a temporary or contract position in the United States hope that the position will lead to a permanent job, according to a 2006 American Staffing Association survey.

The ASA survey of 13,196 contractors and temps asked about the workers’ overall attitudes toward their employment, recruitment agencies, and end-user clients.

Most respondents viewed their temporary or contract jobs as a way to get a permanent job, earn additional income, and improve their skills.

Nearly one-quarter of those who got permanent positions said that working as a contract employee helped them get a permanent job faster, with 49% of the surveyed employees noting a full-time offer was an extremely important factor in their decision to take the job at all.

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The Emirates Nationals Development Programme and real-estate developer Dubai Properties have formed a partnership to provide career opportunities and develop a pool of real-estate professionals in the United Arab Emirates by 2007.

Dubai Properties will conduct two specific programs for nationals seeking employment within the real-estate industry:

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Don’t take this as provocation; it is intended as advice on how to become a great recruiter. Let me explain.

Recruiters have a dual (and daunting) accountability to not only be experts in talent identification and acquisition, but experts in the businesses they identify and attract that talent to.

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Companies in China’s major coastal cities — such as Beijing and Shanghai — are battling rising costs, forcing many to consider relocating or setting up new operations further inland.

This is according to Mercer Human Resource Consulting, which contends that such measures will present major challenges in finding professionals to perform key jobs in these areas.

For example, organizations planning to operate in less-developed cities face a serious shortage of professional staff, and moving workers between cities can create a number of challenges.

In addition, employee benefits will become a considerable factor in luring and retaining quality workers in these competitive markets, according to the global consulting firm.

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I’ve been tracking trends in the screening and assessment marketplace for over five years now, and I’m pleased to see the progress that is being made in understanding the value of quality-assessment products in the modern hiring process.

Folks are finally starting to get the idea that assessments are but one component of a broader process designed to help hiring professionals make systematic predictions that result in good hiring decisions.

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Monster announced new media partnerships Monday, described as “the most compelling combination” of online and offline recruitment services to continue the company’s efforts at expanding its localization strategy.

Monster’s media alliances now touch 43 daily newspapers and eight television properties, including:

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Kenexa Corp. said today that Elliot Clark, the company’s chief operating officer and a member of the board, is resigning to pursue “personal interests.”

Kenexa has named Troy Kanter to the posts of president and chief operating officer, effective November 30.

Kanter, who currently serves as president of the company’s human capital management unit, joined the company in 1997.

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Is your firm experiencing an increasing turnover rate because recruiters from other firms are raiding you?

Last week’s column introduced three elements of a world-class blocking strategy, including analyzing your talent competitors’ immediate needs; engaging third-party recruiters to determine who is most coveted; and working up an agreement with trusted third-party firms to notify you when at-risk employees become more visible.

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Last month, the police department in Fort Wayne, Indiana, noted an increase in diversity turnout among applicants showing up to take the physical agility test at the police training center.

Of roughly 500 people preparing for one of the 30 to 35 spots in the department’s 57th recruit class, which will be selected in May, Chief of Police Rusty York said he liked what he saw.

“This year, I was really impressed with the diversity of the turnout,” York told the News-Sentinel in Fort Wayne.

“If anything, I was disappointed in how few African-American females showed up, but as far as male Hispanics and male Asians, I was really impressed.”

This didn’t happen overnight or by accident, however. In the past few years, the department has recognized a need to recruit more minority candidates and has taken numerous steps to achieve a more diverse force.

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Recruiters should be truthful, resourceful, and trustworthy. Employers should be reasonable and accessible. Read on for invaluable advice for both sides.

For Employers

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Recently, Raghav Singh wrote an excellent column entitled “Measure What Matters.” It was a formula for judging recruiting effectiveness, and Raghav seemed to boil all the rhetoric down to one stunning fact when he said, “The clearest measure of an organization’s success is the number on the bottom line…anything that makes more money for an organization is strategic.”

He then went on to say, “Being able to show that recruiting makes more money for the company is unambiguous proof of effectiveness.”

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ERE Media, Inc. has acquired The Fordyce Letter, the leading subscription newsletter for the third-party recruiting profession.

Paul Hawkinson, founder and editor of The Fordyce Letter since 1980, will retain full editorial control over the monthly publication.

“I have entertained a number of offers for The Fordyce Letter over the years but, until ERE Media, none have passed my muster nor have they offered the synergism I required for our valued subscribers. ERE Media more than meets my requirements,” Hawkinson wrote in a letter to subscribers.

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Yahoo! Inc. said Monday it has formed a co-branding partnership with seven major newspaper corporations to use Yahoo! HotJobs to power more than 150 daily newspapers’ online career sections.

The new partnership means that advertisers who list a job in any of the consortium’s newspapers can now post their jobs on Yahoo! HotJobs and throughout the Yahoo! network. Those same advertisers can choose from contextual, streaming, and interactive media to engage candidates.

Members of the newly formed consortium include Belo Corp.; Cox Newspapers, Inc.; Hearst Newspapers; Journal Register Company; Lee Enterprises, Inc.; MediaNews Group; and The E.W. Scripps Company.

The affected newspapers spread across 38 states and include the San Francisco Chronicle, Dallas Morning News, Atlanta Journal-Constitution, Houston Chronicle, Denver Post, Rocky Mountain News, St. Louis Post-Dispatch, and San Jose Mercury-News.

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Are you currently experiencing, or are you fearful of experiencing, an increasing turnover rate as global competition for talent drives more and more organizations to directly target your employees?

It’s no secret that demand for skilled labor in specific talent pools currently exceeds the available supply of local, and in some cases regional, talent in today’s labor market. This fact is driving organizations to become significantly more aggressive at targeting the talent of weaker organizations. If you want to develop an approach to block the raiding, read on.

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In the Recruiting Leadership forum, Amy Johnson asked some key questions about how to design and build an internal team dedicated exclusively to sourcing. In my book, Electronic Recruiting 101, I review in detail the structure of a successful centralized sourcing team.

But the question wasn’t a request for an infomercial. Amy asked some specific questions about building a sourcing team inside of a corporation, so I would like to offer my perspective based on having been instrumental in building several sourcing teams (Motorola, Cisco, Coke), architecting and managing two of my own (Google, Microsoft), and consulting on the design of numerous others.

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Employers and employees are not in sync over the effect that changes to pay, healthcare, and retirement plans are having on recruiting, motivating, and keeping key talent.

These are the latest findings from a recent survey of 262 large U.S. companies across all industries and a complementary survey of 1,100 workers.

Both Watson Wyatt Worldwide and WorldatWork conducted the newly released study, which notes that high-performing employees are placing a stronger emphasis on pay in light of revamped healthcare and retirement policies. However, the report casts doubt on whether employers are paying attention.

Employees Want More Money, Less Stress

The report suggests that although 71% of top-performing employees rank pay as one of the top three reasons they would leave an organization, only 45% of employers believe pay is a top retention issue.

Instead, 68% of employers rated promotion opportunities as one of the top three reasons employees leave, closely followed at 66% by career development.

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Are parents calling and promoting the abilities of their son or daughter? Do you feel that the resumes you receive from college seniors were written by parents? Are you faced with irate parents demanding to know why you are offering their child such a low salary? Are benefits and salary being negotiated by mom or dad or both?

If you have experienced any of these or similar incidents, join the crowd, and if not, get ready to!

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Salary.com, Inc. has filed a Form S-1 with the Securities and Exchange Commission to hold an initial public offering.

According to the SEC filing, the company plans to raise $50 million.

Salary.com recently launched a redesign of its site, with an emphasis on promoting the company as an on-demand talent management vendor with an end-user and enterprise focus.

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