Large employers with high seasonal and temp hiring needs used to be the primary users of VMS and MSP services. That began to change more than a decade ago, as companies, witnessing the explosion of contract developers and others by the tech industry, saw the strategic value of bringing on temporary workers.
Ironically, the Great Recession accelerated the process. During the first difficult years, companies laid off their contingent workers before their full-timers, discovering what the seasonal hirers already knew: A contingent workforce can be RIFed quickly without paying unemployment (unless they were the employer of record), severance, or risking the negative publicity that comes with wholesale layoffs.
Betting on the continued growth of the contingent labor market, Bullhorn today announced it acquired its VMS tech partner The Code Works, and its primary product, VMS Access. No purchase price was disclosed. keep reading…
An Austin software developer called Q2 says it’s having success — “record attendance,” according to a senior recruiter — holding events at a local arcade, and its event last week will net maybe 8-10 more hires. keep reading…
There’s a well-known project management challenge: “fast, good, cheap: pick two.” It succinctly captures the dilemma that project managers face as they try to achieve their goals at the right speed, price, and quality. In this triangle of competing priorities, it seems impossible to optimize all three at the same time, leaving the project manager with hard choices to make. They know:
- To get something quickly of high quality, it will not be cheap
- To get something quickly and cheaply, it will not be high quality
- To get something cheaply that is high quality, it will not be quick
The best project managers know that to make the right choices, they have to understand which priority is most important to the project, and ultimately, their decisions must be aligned with the priorities of the organization.
This doesn’t just apply to project management. With the increased demand and dwindling supply of high quality candidates, recruiters are finding themselves in the same dilemma trying to meet the needs of their hiring managers. keep reading…
A case that has the potential to cost staffing companies — and, in turn, their clients — hundreds of millions of dollars is headed to the U.S. Supreme Court.
The justices agreed to hear a FLSA suit against Amazon’s temp worker provider Integrity Staffing Solutions over whether workers should be paid for the time they spend going through company security on their way home.
Two former employees provided by Integrity who worked at Amazon’s two Nevada warehouses sued the retailer’s staffing firm demanding to be paid for the 20-25 minutes it routinely takes them to clear the daily security check. Because the case was filed as a class action, it could affect many or most of the estimated 38,000 temps at Amazon’s three dozen U.S. warehouses and distribution centers. keep reading…
Coming off a strong 2013, recruiting and staffing firms are turning more cautious this year, scaling back both their plans to add staff and open new branches.
“2013 was by almost all accounts a very good year for the staffing and recruiting industry,” says a report out this week from Bullhorn, a technology provider that serves the staffing and independent recruiting sectors. Revenue and placements increased last year the company notes in its fourth annual North American Staffing and Recruiting Trends Report.
“However,” cautions Bullhorn, “There are signs of a slowdown for 2014.” As evidence it cites: keep reading…
Temp labor reached new heights last year as employers ratcheted up the use of contract workers, ending the year with 2.8 million temp employees, a 7.9 percent increase for the year.
Staffing firms added jobs at an average of 16,875 a month last year, the fastest pace since 2010, a turnaround year from the recession that began in 2007. Temp growth was slower in January, with 8,100 new jobs. However, too much shouldn’t read into the month, as January’s temp numbers are rarely useful predictors of the rest of the year. keep reading…
The predictions are below. You can skip the introductory setup and go right to them — just scroll down to “Predictions”
Recruiting professionals and departments across the federal and government contracting sector didn’t know what to expect from the recent federal government shutdown — the most recent shutdown was more than a decade ago, and most recruiters in this space weren’t around back then.
What we’ve heard is that some leaders of the recruiting industry propose that now might be a good time to go after that top talent that works for the federal government, and some have said that the shutdown was going to make it more difficult for federal government and federal contracting recruiters to entice private-sector employees to come into the federal sector.
But the truth is no one really knows the large-scale effect of the shutdown on recruiting departments across the entire federal sector. Though for the sizable government contracting industry supporting the federal government the answer is much more complicated. That’s where we should focus our attention for a little while. keep reading…
The number of employers planning to hire full-time permanent workers by the end of the year is unchanged from a year ago, though the number expecting to bring on temporary workers is up by half, says CareerBuilder’s mid-year hiring forecast.
The just released CareerBuilder forecast, based on a survey of 2,000 hiring managers and HR professionals conducted six weeks ago, found:
- 44 percent of employers plan to hire full-time, permanent employees, on par with last year;
- 25 percent plan to hire part-time employees, up from 21 percent last year;
- 31 percent plan to hire temporary or contract workers, up from 21 percent last year
The optimism, however, doesn’t necessarily translate into immediate hiring plans. Only 30 percent of the respondents said they expected to add to their full-time, permanent headcount this quarter. That’s identical to what the survey respondents said a year ago, and is off from the 34 percent adding full-time headcount last quarter. keep reading…
Imagine a world without resumes. For some recruiters, it sounds like a dream; for others, a nightmare that would make it impossible to find people qualified to do the work.
Admittedly, we’re not there yet. But maybe we’re not as far away as we think.
A host of new apps for iPhone and Android have quietly begun changing the way work is done, and, like Google, they don’t care about your G.P.A., your transcripts, or your ability to answer brain teaser questions.
Most of us have heard of sites like Elance, Odesk, and places like Yahoo Contributor Network where freelancers can make money for their talents in writing, coding, graphic design. But a new wave of apps for iPhone and Android, including Gigwalk, Field Agent, and iPoll, are taking that premise a step beyond, parsing out work in the form of paid tasks, where your ability to complete the task is the only requirement. keep reading…
Staffing Industry Analysts says the master supplier method of hiring and managing contingent (temporary) workers is making a comeback, often now in conjunction with a managed service provider.
In a blog post reference to SIA’s recently completed “2013 Contingent Buyer Survey: Primary model used” the research organization says that this year, “33 percent of buyers with CW programs of less than $20 million in spend used a master supplier as their primary supplier management model, up from just 12 percent in 2009; use also rose notably among buyers in the $20 million to $99 million spend range.” keep reading…
With the addition of 25,600 temp workers to the nation’s payroll in May, there are now more workers employed as temps than at any time since before the start of the 21st century.
The U.S. Bureau of Labor Statistics reported last week that on a seasonally adjusted basis some 2,679,800 people were employed as temporary workers in the U.S. last month. In the last year, the temp sector has averaged 15,500 new hires a month. Since the recession ended in June 2009, the average is just over 16,000 a month.
On a non-seasonally adjusted basis, temp workers numbered 2,659,300 in May, not far off from the record 2,767,300 temps working in October 2006. keep reading…
Hard-to-find talent isn’t interested in submitting resumes or engaging with career sites. These are busy people, deeply focused on a project or idea. Reaching them is not only difficult — it’s often next to impossible.
Many do not have an online presence. Most will not respond to emails, Tweets, or phone calls — if you are able to find them. They are known to their circle of friends and colleagues only, and participate online primarily in technical forums, professional sites, and through emails with associates.
An engineer I know is top in his chosen field. He is highly sought after by a small circle of technical experts for his depth of knowledge and experience. He has no LinkedIn profile, no Facebook page, and does not Tweet. He only answers his phone when he knows the caller personally. Yet, he regularly changes jobs depending on how interesting the project offered. He has never spoken with a recruiter (other than me as a friend). He finds his projects through his narrow but powerful network of fellow engineers.
How would a recruiter ever find him — or the hundreds of others who are similar? keep reading…
A member of the Federal Reserve Board is complaining that too many of the new jobs created since the recovery began are low-wage, part-time, temporary, or all three.
Speaking last week at a conference in Washington, D.C., Fed Governor Sarah Raskin said, “Flexible and part-time arrangements can present great opportunities to some workers, but the substantial increase in part-time workers does raise a number of concerns.” These include, she said, a lack of benefits, lower pay rates, and, often, no sick or personal days off.
Two-thirds of the jobs lost in the recession, she said, “were in moderate-wage occupations, such as manufacturing, skilled construction, and office administration jobs.” But fewer than a quarter have come back. “Recent job gains,” she observed, “have been largely concentrated in lower-wage occupations such as retail sales, food preparation, manual labor, home health care, and customer service.” keep reading…
There is nothing like a good controversy to stir up one’s feelings and subsequently a fierce debate. One of my favorite things about reading articles on ERE is how some of its contributors have a wonderful ability to write articles that generate comments a mile long because of controversial subjects covered. We were barely into 2013 when Adrian Kinnersley wrote an article entitled, “Why LinkedIn will never kill the professional recruitment industry,” which was very on point.
People are so polarized around this issue, but the comments section was what really made it an interesting read for me. If I didn’t know better I would have expected a fistfight to break out. One commenter even suggested that commission-only salespeople are unable to provide independent advice to candidates, and candidates know this. This inspired me to pick up my pen (figuratively, that is) and write, which I haven’t done lately.
The Demise of the Agency Recruiter keep reading…
I have compiled a sampling of questions (from my book) to help you when interviewing a staffing service. Naturally, the areas that are most important to you and your company will drive which questions you need to ask.
If you are not in the market for a new staffing service, perhaps you may want to circle back to your present staffing service and clarify certain points with them, if they were not previously discussed. keep reading…
If you are a recruiting leader, I would like to introduce you to a concept that many are not familiar with, which is “whole career employment.” The premise of this hiring and workforce planning model is that instead of the traditional expectation that employees will work at a firm continuously from their hire date until they retire, leaders need to plan for the eventuality when top employees may come and go from your firm several times throughout their whole career.
This new model is necessary because it fits both the changing loyalty levels and expectations of workers and the evolving way that work is done. The average tenure of the American worker at a single firm is just over four years and Americans may hold between 5 and 10 jobs throughout their career. This process of hiring, losing and bringing back employees requires a hiring model that is more flexible and sophisticated than most firms currently have.
A whole career model is a hiring and workforce planning strategy that focuses on the reduced loyalty and retention levels among top performing employees. Instead of focusing on hiring a top person only one single time, it plans on targeting them for rehire at several different points throughout their entire career. Smart firms will plan to recruit and hire the very best back into regular or contingent jobs at points in their career when we need them and when they are willing and able to work for us in some capacity. The goal is to get as much high-quality work from top performers whenever they are available throughout their career.
Lifelong Employment Is Coming to an End keep reading…
To acquire talent without the risks associated with full-time employees, organizations are using contingent workforce management expertise to engage with retired professionals for contingent and contract roles, gaining access to an underused crop of highly-skilled, knowledgeable talent.
This trend is part of a greater nationwide shift toward contingent work. The U.S. Bureau of Labor Statistics currently ranks contingent work as one of the top five U.S. industries when ranked by employment growth.
The advantages of recruiting retirees for contingent assignments are numerous. Retirees represent a group of professionals who are seasoned and highly skilled in their respective fields. They also comprise a fairly stable source of workers. Unlike their younger counterparts, most retirees aren’t seeking full-time positions, and carry lower risk of leaving an assignment mid-term for another job.
Still, there are unique considerations employers should factor in when evaluating whether to recruit a retiree for a single project or temporary period of time. There’s also an art to sourcing retirees.
Here are four recruiting tips employers can use to more successfully and easily hire and onboard retirees: keep reading…
The world is suddenly waking up to the discovery that employers are bringing on temp and contract workers at a pace that will soon surpass the peak numbers of 2006.
Subscribers to The Fordyce Letter first read about the surge in temp workers in the May issue. Following the release of the June employment numbers by the U.S. Bureau of Labor Statistics, FordyceLetter.com reported, “There are now 2.534 million contract and temp workers in the U.S., a number just a few months shy of exceeding the all time high of 2.657 million reached in August 2006.”
Now, U.S. News says “Temp Workers Make Huge Comeback.” The article points out that the staffing industry has regained almost all the jobs lost in the recession, while other employers have added just over half the ones they shed. It’s not simply a sign of cautious employers bringing in extra help while waiting to see what the economy will do, but evidence of a trend.
Says the article, “In 1983, temporary workers made up just over half a percent of all employment. Now, that figure stands at nearly 2.3 percent — a remarkable change, despite the small numbers.”
“It’s a structural transformation,” maintains Arne Kalleberg, a professor of sociology at University of North Carolina who studies the labor force. keep reading…
Labor Finders has had enough interest in its free-temp-for-a-day program that it has started giving some companies their free days even before the program officially begins — Labor Day.
Here’s the deal with the program, in case you missed it. keep reading…
As the business community sheds recruiters from full-time positions, many organizations bring on contract recruiters to use when required and dump when not required. I am here to help you to avoid making one of life’s more miserable career decisions: becoming a contact recruiter. Here’s the advice:
Do not ever become a contract recruiter.
Allow me to repeat. (The gravity of the situation bears repeating, and you just might thank me some day.) Do not ever become a contract recruiter.
Now let me tell you why. keep reading…