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Managing an office renovation is typically a demanding project. In fact, it can get particularly challenging when you have to worry about protecting your staff’s health during the process. Sometimes companies decide not to halt their operations during the remodel. As much as you might be profiting from this decision, you will soon find that you are obliged to create a safe work environment during office renovation. Hence, we will discuss how to have a successful office renovation without risking your employees’ health and well-being.
Go remote. If your workforce hadn’t already gone remote due to the pandemic and your business is able to accommodate it, you might consider doing that now. If you transfer most of your staff to the working from 比特币交易所官网home regime, you will be able to wrap up the construction work much more quickly.
Having a lot of employees using the offices during the renovation can also endanger their health. For instance, organizing bug extermination or a whole-office paint job requires you to evacuate all workers for the time being. In these cases, you need to be prepared to coordinate your workers from a workforce management platform that can be either built or bought for the occasion.
Sometimes your budget makes it impossible to put all of your workers on the work-from-比特币交易所官网home regime. You should then pace the construction work to renovate your office space room by room. In this way, you will always have a team of employees in the office. However, you should prepare yourself for potential delays in construction work.
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Devise a clear renovation strategy. Following a clear renovation strategy is crucial for getting the best results as well as ensuring safety. Firstly, be mindful of your budget. You should oversee all construction costs like pricing of materials and hourly rates of contractors. A clear renovation strategy should allow some budgetary leeway if you have to send some of your workers 比特币交易所官网home for a few days because of safety considerations.
Next, your HR department should consult with the contractors. As a result, you will be able to draft a renovation timeline and a working schedule. This way, your workers will always know when it is safe for them to come to the office. Developing a clear renovation strategy allows you to maximize your worker’s safety by keeping them in the know.
Sometimes you might have no other choice but to rent office space while your office renovation is taking place. This renovation strategy is usually used when the remodel involves complex repairs such as interventions on your wiring, sewage, or heating and cooling systems.
If you assess that a temporary move to new offices makes more sense for your situation, local commercial movers can help you have the transfer of the inventory done in no time so that you can continue your business operations without delays. Although this remodeling strategy involves more money (and even more planning), your staff’s well-being is at stake here. It is better to be on the safe side than compromise someone’s safety, even for a minute.
Be crystal clear about safety measures and protocols. Surprisingly, most accidents that occur during office renovations actually do not result from the contractor’s neglect. On the contrary, it is the staff’s lack of information about protective measures and protocols that is usually the problem.
Since you are compromising your employees’ safety, you need to keep them briefed and updated at all costs. You should organize workshops or office meetings where you can discuss what safety measures they need to follow. As an example, you should teach and drill an evacuation plan in case of fire to create a safe work environment during office renovation.
Using the per diem allowance rule can help alleviate the recordkeeping for lodging, meals, and incidental expenses incurred by an employee while away from 比特币交易所官网home overnight on business. It can be a useful tool when you have many employees traveling on business at once. However, are you aware of the Internal Revenue Service requirements for reporting billable per diems on customer invoices?
Per diems are generally tax-free for the employees and deductible by the employer. They are used as a reimbursement of ordinary and normal business expenses incurred by the employees, while they are traveling for business away from 比特币交易所官网home. Normal business expenses include items such as meals, lodging, and incidental expenses. The General Services Administration creates tables each year that reflect an amount per day that is generally thought to be sufficient to cover lodging, food, and incidental expenses in your travel location based on average market rates.
Merely implementing a per diem plan does not in and of itself make such payments tax-free to employees. The plan must be deemed a “qualified per diem plan” in order for the reimbursement payments to be considered tax-free. Failure to properly administer a per diem plan that is intended to be qualified, will have adverse tax implications for both employees and the employer.
The below requirements must be satisfied in order to have an accountable plan in the eyes of the Internal Revenue Service:
Things you should think about when implementing an accountable plan:
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An item unique to the staffing industry is the reimbursement of the per diem expenses, from the customer, along with the wages of the temporary employee. These expenses, under Internal Revenue Code §274(e)(3), are deemed reimbursed expenses for costs directly related to the fulfillment of a contract. Therefore, the costs are fully deductible to the company and not subject to the deduction limitation that “normally” goes with deductible business meals. Normally is in quotations as the Covid-19 Relief Bill signed into law on Dec. 27, 2020, gave a slight reprieve to businesses for the 2021 and 2022 calendar year. With this new legislation, businesses will be permitted to fully deduct business meals that would normally only be 50% deductible.
In order to make sure you are compliant with IRS rules, you will need to follow a few important items. First, the per diem expense reimbursement must be separately stated on each invoice. They cannot be blended into the employee’s pay rate being charged to the customer. Second, you should review your customer agreement to ensure it does not expressly identify the party that will be subject to the “normal” 50 percent business meal limitation. Even with the new, temporary legislation that was signed into law, giving permission to fully deduct business meals for 2021 and 2022, it is still recommend to separately state the per diem expense on each invoice.
Recruiters know that the most challenging position to fill in healthcare is nurses. There is a nursing shortage for many reasons, including the large number of nurses approaching retirement age. As more baby boomers age and need medical services, the result is greater demand than the supply for qualified health professionals.
With demand high and supply low, recruiting is more aggressive. Before you recruit a nurse to work for your facility, make sure the jobs at the facility are marketable and attractive to nursing candidates.
How do you do that?
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According to the US Bureau of Labor Statistics, there will be a need of 3.3 million registered nurses by 2029. This is up from 3 million in 2019. The BLS also projects 175,900 openings for RNs on average each year through 2029.
To fill nursing positions, companies need to get candidates in the door faster. They need to build a pipeline of qualified candidates. And they need to encourage and reward staff to fill the upcoming shift schedule.
How do you find qualified candidates to fill open positions?
CWS Summit Europe kicked off today. We created a virtual experience for 700-plus attendees, our largest-ever showing for this conference. The first day of the conference highlighted why SIA’s events are considered to be the best of their kind. It’s our ability to bring the right people together and facilitate relevant discussions between peers and sponsor providers in a safe atmosphere that fosters creative thinking, comfortable networking while triggering innovative ideas in the world of work.
But there looms the larger question: At what point will people feel comfortable with bigger in-person gatherings and under what circumstances? Will SIA be able to host in-person events by September, when our CWS Summit North America is scheduled?
The Reality. While vaccines are increasingly available, there are areas within the US reporting spikes in cases. Outside the US, regions are under lockdown even now. Still, some US states are easing restrictions and even permitting large gatherings. Yet with safety as top concern, and trusting that all social distancing and sanitary requirements were adhered to, would people attend an in-person conference again this year?
As we contemplate what we will do for our fall conferences this year, we have to acknowledge all that has changed in the year since we’ve been able to meet anyone face to face. How much of our perceived relationships have lost some of their luster? I have felt my own footing in certain situations negatively impacted by the forced seclusion and fear I may have lost some ground in what I had considered solid relationships.
We will need to find some stable ground as we begin to come together again. And I for one am starting with small steps as I consider how SIA can organize a physical conference that will be optimal for both our sponsors and buyers of staffing services. After a year of avoiding physical contact and crowds, keeping that six-foot bubble in mind wherever we go, how will we adjust to large gatherings where communication and networking are among the event’s selling point?
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How much of a difference will mask-wearing make? Can we rely on more eye contact and focused communication to stay engaged in conversations? Our networking events may be more like planned meetings in smaller groups rather than spontaneous conversations while making your way to the bar to order a drink. The same is true for meals as in-conference dining will be managed differently.
None of the answers to the above options are earth shattering but perhaps some of the changes may prove to be unexpectedly fruitful. We can only hope as human beings are extraordinarily resilient creatures.
All things considered, we at SIA are brainstorming yet again new ways to deliver our high-quality content, create first-class networking and bring people together again — virtually and in-person. As an industry, we have a lot to consider over the next several months and our plan is to delight everyone with the level of quality expected from SIA be it virtual or not.
Remember, this CWS Summit was SIA’s eighth virtual conference since the pandemic began, and as the vaccine rollout continues, we are over the moon at just the possibility of being able to host in-person events by September, when our CWS Summit North America is scheduled.
But whatever unfolds, I know that we will find a solution that delivers quality content where ever you choose to receive it. See you soon.
What is your company’s stance on attending in-person events in the fall? Or do you have another perspective? Email me at email@example.com to continue the conversation.
To which you as a business owner or hiring manager might say:
Underperforming staffing firms don’t understand their clientele, their competitors, the business landscape they are operating in or the loyalty of their candidates. And this doesn’t even take into account the feeling a hiring manager must have when they get a résumé from a staffing firm that they’ve already found via their own Monster account.
But take heart. This provides an excellent opportunity to truly differentiate your business. Let’s examine the ways:
Find a niche. Finding a niche is a great way to specialize and differentiate your company.
With a niche, you can target specific customers and specific candidates, you can screen more effectively, and you can research the particular business challenges in your area, whether they are geographic or skills-based.
If you’re a startup, this is an easy call. If you’re an existing firm, it’s more difficult to transition. Look for compatible niches in your field of expertise (for example, if you are a healthcare staffing firm, you may want to look into a locum tenens specialization).
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Research your (potential) customer. This is so much easier these days with online tools at your disposal, from researching the customer on its own website to Glassdoor and Yelp. See who they are trying to hire, and what employees say about them. In short, try to understand their culture before you call or meet. Network with colleagues here as well.
Emphasize your recruiting process. This is a key differentiator. If you’re finding good people in interesting or original ways, this is guaranteed to make a customer sit up and take notice.
Do you have special outreach programs? Do you have unique training models? Specialized recruiters? Candidate assessments?
Maybe you do extra background screening? How about an on-boarding process (which, as an added bonus, makes you more of a partner)? All of these are valid differentiators in your process, and help you stand out.
Brand yourself to candidates. At the end of the day, your reputation depends upon the candidates you place. Remember that today’s job seekers are more interconnected and tech-savvy than ever before. They talk with one another, and they’ll be talking about you if you do a good job (or a not-so-good job).
So, treat candidates with the respect they deserve, and differentiate yourself here as well.
For example, you can develop blogs and think pieces devoted to candidates as well as clients.
Speed to placement. This can be tough to do without sacrificing quality somewhere in the mix. But a great way to ensure it is to automate as many steps in the process as you can. For example, use an ATS/CRM to manage appointments, harness mobile technology, and stay in touch with both customers and candidates 24/7.
In fact, automation is a solution that can help with every aspect of customer service and differentiating your business.
The next time you make that phone call to a business that needs to utilize a staffing firm you can gain their trust by telling them exactly how you are different from every other call they have received. You have a niche that specifically fills a need for them, you can ask insightful questions because you have done your research, you have a solid recruiting process and you have outstanding testimonials from happy candidates.
The Covid-19 pandemic has impacted every single person in one way or another, leaving no one unscathed. Healthcare and the healthcare system alike have been directly affected and forever changed, not to mention the heavy toll placed on healthcare workers especially.
According to a recent survey conducted by Nursing Standard, eight out of 10 nurses shared that their mental health has been affected by Covid-19. Added stressors of the pandemic, in an already high-stress environment, are challenging the mental and emotional health of nurses, bringing more importance than ever towards the need to provide stability in the healthcare workforce.
During the onset of the pandemic, travel nurses were in high demand and paid upwards of $130 per hour to care for Covid patients throughout the crisis period. Similarly, respiratory therapists experienced a pay raise, with rates increasing to approximately $90 per hour. Due to enhanced needs for support and care, many hospitals offered incentive pay, bonus payouts and sign-on bonuses for new staff.
However, as vaccinations become more available to the general population and Covid-19 numbers decrease, so will the compensation for these specialized healthcare workers. While staffing ratios have remained high considering recent healthcare turnover, likely due to new avenues of healthcare delivery that have emerged with the opening of testing sites, vaccine clinics and the rise of telemedicine, the question remains how this will impact healthcare workers remaining or being available at the bedside.
The impact of turnover in the healthcare system is real. In addition to the healthcare facility, this turnover also affects patients and the community due to a loss of quality, patient satisfaction and, in some cases, access to care. According to a nationwide survey of more than 1,000 registered nurses conducted by the American Association of International Healthcare Recruitment Association, sixty percent of respondents reported that nurse-to-patient ratios, a critical staffing measure that directly relates to patient safety and outcomes, have risen to unsafe levels in the last year.
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So, how can healthcare stabilize from this unprecedented past year? Organizations and leaders across the healthcare system must focus on the well-being of the healthcare community. Providing opportunities for healthcare professionals to share their experience and the patients they cared for, as well as recognizing that everyone’s experience and needs are unique. Requiring rest and time off to recuperate and re-energize from extra hours worked or strained situations experienced. Looking at the individual needs of each healthcare professional can help rebuild the healthcare community one healthcare professional at a time.
How to Promote Mental Well-Being
Guidance for managers to help support their team’s mental health includes:
The above applies to all individuals as well — managers who are role models of self-care are able to mitigate stress.
In the midst of the pandemic, the in-house talent acquisition struggle is real, with employers navigating completely uncharted territory and having to work harder to secure high demand and niche candidates. In recent research run by Talent Works North America that surveyed hiring managers across the US, it was revealed that 70% were finding it more difficult to hire good quality candidates during the pandemic.
The good news is that despite talent being difficult to source, tech employers still have a growth mindset. The challenges have fueled dedication to finding talent and are forcing hiring managers to think more creatively about what they can offer candidates.
Far from it for hiring managers to let a pandemic stand in the way of securing great talent: when asked how they were dealing with attracting new hires in this uncertain landscape, 77% indicated they’d adjusted their employee value proposition, or EVP, during the pandemic to reflect a change in candidates’ priorities, and a further 16% planned to make similar changes in the future.
Companies may be navigating completely uncharted territory and having to work harder to secure high demand candidates, but this commitment to adjusting and updating their employer brand is extremely positive. Having a strong EVP is shown to boost new hire commitment and decrease annual employee turnover, while also establishing expectations among the workforce.
We were also pleased to see that 40% of recruitment budgets had increased during the pandemic. The freedom of extra recruitment budgets may be just what companies need, to both survive the pandemic and to thrive as a result of it.
According to the survey, hiring managers plan to use these budgets in a variety of ways, including using internal HR/recruiters (50%) and executive search firms (37%). The survey also found that hiring managers under 35 years of age were more likely to use recruitment process outsourcing teams (13%) than hiring managers over 35 (2%).
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National Talent Within Reach?
It was great to see that hiring managers are thinking outside the box, but there was further insight that highlighted some of the new opportunities businesses now have to grow.
Of those surveyed, 76% said that hiring was no longer city-dependent due to Covid-19. These hiring managers indicated that they were more likely to hire out of city, or even out of state.
This now means that companies no longer have to passively wait for the right talent or compete for a limited number of qualified individuals in their area. This geo shift in work may mean companies can tap into bigger and better talent pools. It’s a recruitment re-think that just may reap talent results that were previously inaccessible and open up new potential for businesses that previously had been unimaginable.
What may be one of the most interesting findings that came back was this: 90% of senior executives are now expecting to work from 比特币交易所官网home. And why not? The past year has proven that flexibility and adaptability can make or break a company. If working from 比特币交易所官网home, even only part of the week, helps to set a better life-work balance for senior management, then it could be a great differentiator that companies can offer as part of their EVP.
Overall, a sense of open mindedness has emerged from the most disruptive human, economic and social crises of all time. While some companies have been faced with challenges too great to overcome, it is positive to see that those who have been able to navigate the disruption have done so in ways designed to foster new business growth and resilience.
Staffing industry leaders successfully navigating their businesses through the pandemic agree: Going forward they need to continue to pay close attention to employees. Not micromanage. That’s not sustainable. Staffing leaders need to listen and be honest and empathetic to employees’ experiences. Doing so will get us to a new world of work—be it remote, in an office or hybrid model.
“We need to show compassion. It is really important,” said Harley Lippman, CEO of Genesis10, during a panel discussion at the SIA Executive Forum North America, “Leadership in a Remote Work World,” moderated by Subadhra Sriram, editor and publisher, media products at SIA.
Also on the panel were:
Managing Remote Work
Based on our experience working from 比特币交易所官网home over the past year, Upwork’s Sanders said that a leader in the remote work world needs to be outcomes-based.
“No longer can we manage activity based on visual recognition of onsite talent. For years, most leaders had adopted an AAA model–manage attendance, attitude and aptitude. If all three come in, that person is a great talent to have onboard. Problem is that is easy to gain. In the remote work world, leaders need to establish trust and develop accountability by spending our one-on-ones managing outcomes.”
Going forward, Sanders said that teams will need to work more asynchronously. “We have been locked into synchronous collaboration. Over the past year, we have seen too many people try to replicate the office over Zoom. We now have an opportunity to empower people who can work at any time.”
One threat to working from 比特币交易所官网home is burnout. In the short-term, burnout decreases creativity and productivity. Longer-term, burnout results in talented people leaving their job for greener pastures.
PREMIUM CONTENT: US Staffing Industry Forecast: April 2021 Update
A Different Perspective
Another threat is all that is lost from those missed water cooler conversations.
“We are making the most of this obviously, which is positive and constructive,” Genesis10’s Lippman said. “On the surface, working from 比特币交易所官网home makes sense. You give people flexibility, they are more motivated. If they are commuting, they save time and cost, which is very valuable. And, presumably, they are happier.
“But let me provide a different perspective. It is difficult to mentor someone when you are working from 比特币交易所官网home. And workers do not have the opportunity to brainstorm, to see someone in the hallway and say, ‘hey what do you think of this idea?’”
What is Working Now
As Health Carousel started to bring workers back into the office, the priority was revenue producers who came back to a safe environment, with protocols in place. “We set up a Flex at Work plan, which empowers managers to do what makes sense for their departments, and we encourage PTO,” said Stanley. “We also offer mentoring-at-work sessions, smaller groups with executive sponsorship, and continue to support employee recognition. It is the little things. Being empathetic as a leader is so important right now.”
In Creative Circle’s hybrid work model, an employee has to have a track record during the pandemic to continue working from 比特币交易所官网home. “They need a safe and productive space and we will provide that, and, at the same time, we will maintain appropriate spaces for our teams to come together,” said Riley. “Everyone is still figuring out how it will all be configured.”
Will Hybrid Work?
There are several ways to think about it. One paradigm is Design In, where junior talent or people tasked with creative problem-solving go into the office for mentorship or purposeful collaboration. Another is Opt Out. There are employees who for any amount of money will not travel anymore. Twenty-five percent of experienced employees and 60% of millennials will opt out given the opportunity, Sanders said.
Yet, “the real move for 2021 is to develop a variable cost structure. Payroll remains the cement in the budget. Not only does it limit the ability to pivot and be more agile, it creates an old world cost structure.”
As he sees it, opportunity is not to figure out hybrid, “Liability is going to figure that out for us. Now that the pandemic has shattered the belief that many people do not have to be in the office to be successful, we can begin to challenge the creative guesswork that goes behind a job req—we may not even really know if we have 40 hours of work for that employee.
“That is the opportunity to build stronger operating models and more agile companies” with independent professionals or contractors,” Sanders added. With such a model, “employees can work within their core skill set. It is a great way for them to way to scale themselves.”
Breaking through a highly competitive industry that involves competition between thousands of other recruiting companies can seem daunting. But there are a few lessons for new entrepreneurs to heed when starting their own staffing company focused on positions in technology and growing your company.
Leverage your experience. A few years of experience in recruiting is obviously a great starting point. Having a mentor, years of training, and experience through trial and error can help present an “a-ha” moment. It’s the moment of entrepreneurial realization and acknowledgement that you have the chops and the passion to start your own staffing company. This experience lays the groundwork for the early stages of your business.
The experience gained before starting your staffing company includes relationship building. You’ll rely on existing relationships to bring business in early, build your reputation, and grow your client base.
Lastly, having knowledge of the tools and resources you’ll need to start or continue growing your staffing company is crucial. Starting out, you may only need a computer, a phone line, and internet connection but branding, a website and a Payboard subscription or two is very helpful if you can afford it. As your client base and successes build momentum, you’ll identify when to bring on more recruiters, account managers or business developers to maximize its full potential.
Find your niche. A new staffing company should pick a niche in terms of the kind of jobs and companies they’re targeting and staff according to that niche. Doing so will focus your time, effort, and resources. For example, a technical staffing company should find recruiters who are technology oriented. And with specializing in a specific technology vertical, it is best to target a broader geography. For example, a general technical recruiter would work on any technical position within a smaller region, where as an SAP specific recruiter may need to service a national (or international) clientele in order to cast a wider net in the SAP market.
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Identify the right people to work with. There are different roles that have different skillsets in the staffing industry. While it’d be ideal to bring in recruiters or staff that can handle a recruiting job from start to finish, these types of successful hires aren’t very common.
Be realistic and play to the capabilities required of the function. If your company needs a specific area of expertise—be it a business developer, account manager, or recruiter—consider the skills, experiences and personalities that best succeed in the role. Learn and gain an understanding of what job functions work well with each of these areas of expertise so you’re able to find the right hire for the right situation in your company.
The reality is when you’re first starting your staffing company, you’ll need to identify your areas of weakness so you can hire to fill in those gaps. To make room for your core competencies (whether it be sales, recruiting, business development, etc.), outsourcing areas like payroll can be a huge benefit and saver of personal bandwidth.
At the end of the day, you can’t be everything to everybody as a staffing company. Being too limited can keep some potential clients with unique asks away but being too broad doesn’t reinforce your capabilities as a specialist in specific disciplines. Find your niche.
As a start-up technology staffing company, the priority is to do right by others so clients can see your company follows through on ethical approaches other competitors may not always follow through with themselves.
Through the lessons of trusting your experience, finding your niche, maintaining focus, and surrounding yourself with the right people (clients, candidates and team members), you can create a successful foundation for your business.
Promoting representation and diversity in the workplace is an essential part of running a successful business. Companies that fail to do so experience lower company engagement and morale, and studies have shown that diverse teams improve productivity by 60% compared to non-diverse teams. However, many businesses still allow hiring bias to affect the recruitment process.
Implementing blind hiring is one of the most effective ways for a business to begin combatting this problem. Blind hiring involves any steps a hiring manager takes to hide information about a job applicant, including name, age, gender, race and/or ethnicity. This process of concealing identifying information helps to ensure that judgments or unconscious biases don’t influence hiring decisions.
While purposely concealing information about a candidate may feel counter intuitive, blind hiring actually comes with a lot of benefits for both businesses and employees. A survey showed that 83% of millennial employees are more likely to stay actively engaged if their company promotes a diverse and inclusive culture, and companies with high racial diversity see 15 times more revenue and sales than companies with little to no racial diversity. Additionally, employees at firms that promote both acquired and inherent diversity are 70% more likely to report that the firm captured new markets.
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That said, blind hiring alone may not be enough to eliminate hiring bias altogether. It may still be present during face-to-face interviews, and it is sometimes possible for identifying information to slip through the cracks. Blind hiring could even hinder efforts to promote diversity in companies that try to actively seek out diverse candidates.
If your company falls into that category, it can help to supplement blind hiring practices with other initiatives to promote diversity. Educating current employees about unconscious bias and creating a standardized interview process are both good places to start. Once current employees are knowledgeable about hiring bias and the benefits of promoting diversity, consider working with them to create a list of interview questions that focus on skills rather than personal lives or hobbies. Getting your whole team involved can boost morale and help avoid any miscommunication issues down the road.
Promoting diversity in the workplace should be one of your top priorities as a business owner. If you are looking to update your recruitment process, see the infographic below to learn six ways to implement blind hiring.