Want to try out a new employee before making a commitment to hire him or her?

If so, temp-to-hire services may be right for your business.  In simple terms, temp-to-hire (also known as try-before-hire) lets you try out a candidate on-the-job before extending an offer for direct employment. 

Instead of being hired as your full-time employee right away, the employee is hired by your staffing service, then assigned to work at your company as a temporary.  During a probationary period usually lasting around 10 weeks, you get to evaluate the temporary employee’s job performance and decide whether he or she should be hired full-time or let go.

Benefits of Temp-to-Hire

• Working interview.  Temp-to-hire allows you to evaluate characteristics that can’t easily be observed through a traditional interview, such as:  ability to follow directions; culture fit; quality of work; work ethic; ability to multi-task or work under pressure.
• Reduced hiring time.  Temp-to-hire candidates have been pre-screened by your staffing partner and qualified to match the needs of your opening.  This reduces your recruiting and interviewing time, so you can focus on your other priorities.
• No obligation to hire.  When you use try-before-hire services, you are not required to hire a candidate the staffing service sends you, even after you interview that candidate.
• Evaluate long-term hiring need.  If you’re hiring to address recent growth or a newly created position, temp-to-hire gives you the time to verify that the position is absolutely necessary – before adding to your permanent headcount.
• Decreased legal exposure.  If a try-before-hire candidate isn’t working out, you can end the assignment at any time.  Because the candidate remains an employee of your staffing service, your legal exposure is minimized.
• No advertising restrictions.  Using temp-to-hire services does not preclude you from advertising the position elsewhere.

Increase Flexibility and Security with ABR Employment Services

Our try-before-hire services provide your organization the flexibility to address market fluctuation.  They also provide the security of testing a worker in the field before making a full-time commitment.  Contact us today to learn more about this staffing service for Wisconsin employers.

Continuous improvement should be a goal of any business relationship – your relationship with your staffing provider is no exception.  Help your staffing firm deliver better results by providing them with frequent, measurable feedback.  By letting them know what they’re doing right, as well as how they can improve, you can make your staffing function even more efficient and cost-effective.

Ask internal staff who supervise temporary employees to periodically fill out a simple report card for your staffing service.  It can evaluate quality of fills, ease of working with the staffing specialist, timeliness of service, etc.  Then, share the feedback with your staffing provider.  They will use the information to identify opportunities for improvement, to further customize the service they deliver, and to make your job as easy as possible.

Here are a few sample questions to consider:

The Staffing Firm

1. How well does the staffing firm demonstrate an understanding of your business?
2. How well does the staffing firm meet your expectations?
3. How would you rate the staffing firm’s service, as compared to other services you’ve used?
4. How would you rate your staffing service representative?

The Employees

1. How well do the employees fit the assignments?
2. How would you rate the employees’ attitudes toward their work?
3. How punctual are the employees?
4. How prepared are the employees (i.e., how quickly do they get to work)?

How well are we doing?

At ABR Employment Services, we pride ourselves on the quality of both our service and our employees.  We want to know what we’re doing right and where we can improve.  Please contact us with your feedback, so we can deliver even better results for your organization.

But even when you can’t offer a job applicant the position, you can still end the interview process on a positive note.  Here are some quick tips for writing candidate rejection letters in a constructive way, to build good will with candidates and position your company as an employer of choice:

• Send out the rejection letter promptly.  If you’re certain you will not be hiring the individual, let him know that he was not selected as soon as possible.  Even when the news is bad, your timely follow-up will convey a high level of professionalism.
• Always use formal company letterhead for a rejection letter and never handwrite it.
• Address your candidate by name.  Further customize the letter with the position for which he applied, as well as a supportive comment about the applicant’s qualifications, experience or enthusiasm.  Although a rejection letter is basically a form letter, your candidate shouldn’t feel as though it is.
• Be direct, but gracious.  Make it clear that there were other candidates more qualified for the job, but do so in a respectful way.
• When appropriate, encourage further action.  If the candidate is a good culture fit, and may be qualified for other openings with your company, say so.  Encourage him to stay in touch and apply again.
• Always end on a positive note.  Thank the candidate for applying and interviewing.  Wish him good luck in his career development.  Remember, this may be the final impression this individual has of your company – make sure it’s a favorable one.
• Close the letter formally with “Sincerely,” or “Best wishes,” and sign your name.

Don’t want to write rejection letters? 

Call ABR Employment Services, a leading Wisconsin staffing firm, with your direct placement needs.  We’ll handle every step of the process – from recruiting to testing and initial interviews - and only present you with the most qualified candidates.  If you decide not to hire an individual we refer, just let us know and we’ll take care of the rest.

Should you pay your current employees overtime, or bring in temporary help?  Consider the following sample cost analysis.  It is based on an annual salary of $40,000 ($20.51/hr.), vs. time-and-one-half overtime, for one employee:

Cost Analysis

Although this is just a sample exercise for illustration purposes, it clearly demonstrates the economic rationale for using temporary employees.  When you need additional productive hours on a temporary basis, staffing services can lower costs, reduce burnout and improve the productivity of your direct staff.

ABR Employment Services – Wisconsin’s Staffing Economics Experts

Need help assessing the cost of a staffing strategy?  Contact ABR Employment Services.  Our experts will work with you to determine the most productive and cost-effective way to get your work done.

Cost Analysis Assumptions

* Temporary staffing rates vary by market, but the relationship (ratio) between pay rates remains the same.

** Fringe benefits include:  holiday pay, sick leave, vacation pay, personal days, insurance, F.I.C.A., S.U.I., F.U.T.A., worker’s compensation, etc., based on a national average of 31%.

*** Based on U.S. Chamber of Commerce national average statistic of 12%, which includes firms that pay no benefits.  For small firms with moderate benefits programs, this cost is typically 40-45% of payroll, and for larger firms with extensive benefits programs, the cost can be up to 100% or more of payroll.

• Facilitated onboarding.  Mentoring speeds up the process of bringing on new hires as well as redeploying existing employees into new lines of work.
• Increased employee satisfaction and retention.  Research has shown that employees who participate in mentoring programs have higher job satisfaction and reduced turnover.
• Improved employee productivity.  When employees are mentored, they can get answers to common problems quickly – without wasting time on rediscovering or re-inventing solutions.
• Effective career growth / succession planning.  Mentoring programs help employees reach their full career potential, grooming them to fill key roles as part of an organization’s succession plan.
• Knowledge management and retention.  Mentoring promotes effective knowledge sharing, to reduce the risk of losing critical skills and knowledge when employees leave.

Obviously, mentors can play an important role in ensuring your company’s continued success.  But while identifying a budding protégé may be straightforward, identifying a potential mentor can be more complex.  Whether that person is you, one of your managers, or an outside expert, a mentor should possess the following professional and personal attributes:

1. Senior-level business experience.  To provide guidance, the expert should have several years experience working in senior corporate positions.  At a minimum, the expert should be a professional peer to the protégé.
2. Interpersonal and political “know-how.”  The expert ought to be proficient in handling all sorts of complex interpersonal dynamics within the context of office politics.  To be an effective trainer, the expert must be able to help the protégé navigate the tricky political waters of his organization.
3. Integrity and confidentiality.  Professional development involves discussing high-level, strategic, off-the-record information, as well as sensitive personal issues.  Honesty and discretion are essential when broaching these confidential topics.
4. Organizational and personal insight.  The expert must have an in-depth understanding of the company’s objectives, needs and hierarchy.  Equally, he must also appreciate the protégé’s strengths, weaknesses and goals.  To achieve professional development goals, the trainer must align both the company’s and the protégé’s interests.
5. Flexibility and ingenuity.  When egos, ambitions and agendas collide, sparks fly.  What works for an organization one day may be thrown out the window the next.  An expert trainer must be able to shift gears, develop solutions on the fly, throw out tactics that prove ineffective and come up with new ones – fast.  He must be comfortable dealing with uncertainty to navigate a corporate environment rife with change.

Need a promising protégé?  Looking for your next mentor? Contact us today.  As a leading Wisconsin staffing service, ABR Employment can provide the talented individuals your organization needs.

• Always display a positive attitude.
  Your attitude can be a powerful self-fulfilling prophecy.  If you have a negative attitude, 9 times out of 10 you will fail.  But, if you bring a positive attitude and display confidence, strength, and determination, you WILL be successful.
• Stay educated.
  The best way to ensure success is to stay one step ahead. Research your industry. Know what’s happening and what the experts say will happen. Look for trends. When you find them, start to train yourself in these areas. Knowledge is power.
• Create a personal elevator pitch.
  First impressions mean a lot.  If you only had 30 seconds to convince someone you were a hard-worker and a leader, what would you say and do?  Plan this ahead of time; you never know when it will be needed.
• Learn to network.
  Unfortunately sometimes it’s not what you know, but who you know (at least to begin with).  Learn to network. You can even network within your own company. Invite co-workers to lunch. Take the time to walk by someone’s office to say hello. And actively seek out opportunities to network outside of work by joining organizations, groups, etc.  You start by seeking out your local chamber of commerce to learn of upcoming events.
• Be open to new opportunities.
  Read trade publications. Listen to people in your network.  When a new opportunity presents itself, don’t sit back and wait.  Take the initiative to inquire more–and don’t be shy!

And speaking of new opportunities, if you’re in the market for a new job or just curious about what is out there, please call us today.  As a leading Wisconsin employment agency, we offer a variety of excellent jobs.

To help ensure your temporary staff is as efficient and productive as possible, be sure to follow these 5 key steps:

Step #1: Determine the type of person you need and define required skills.
Meet with managers and those who will be working with the temporary employee to determine which skills are ideal for the position you are trying to fill.  Examine top performers you already have on staff to determine what skills have made them successful.  And finally, work closely with your staffing agency and provide as much detail as possible.

Step #2: Work with an experienced staffing agency.
Find an agency that has experience in your industry.  Not only will an experienced staffing agency know where to look to find the right person, but they will also be able to help you determine things like an appropriate pay rate for a particular position.

Step #3: Provide a solid orientation and training program.
Include information such as working hours, breaks and lunch schedules, any safety regulations or company rules, and contact information for direct supervisors.  You may also want to assign a core staff member or supervisor to help orient the temporary employee.  Also, find out what type of training and orientation your staffing agency can provide.  Good staffing agencies will offer guidance on how to best bring temporary employees up to speed so they can hit the ground running–and they may even conduct initial training and orientation for you.

Step #4: Communicate clearly and openly.
Make sure your temporary employees understand what’s expected from them.  Encourage employees to ask questions and make sure they know to whom those questions should be directed.

Step #5: Check in regularly.
Be sure to take a minute or two at several points throughout the first day to check in and gauge progress.  Set specific days/times you plan to check in throughout the week to answer any questions and monitor progress.

Bringing a temporary employee on board at your company can offer a host of benefits – as long as that employee is managed properly.  And from our experience, hard-working and properly managed temporary employees often become leading candidates for full-time openings.

If you’re interested in hiring temporary employees or just want to learn more about how temporary employees can help your company, contact ABR Employment Services today.  As a leading Wisconsin staffing firm, we can deliver the flexible staff you need without increasing your permanent workforce.

The Economist Intelligence Unit’s new report, titled “Companies at the Crossroads,” recommends that to restore that trust, companies must put their employees first  - or risk experiencing deep talent erosion and sustained underperformance as the global economy recovers.

Here are some key statistics from the December 2009 report:

• 29% of business executives surveyed said employee engagement is low – and that they expect to lose key people as talent demand grows.
• 41% of respondents cite a shortage of talent in their organization.
• 44% of executives surveyed said they find it increasingly difficult to recruit talented employees.
• 50% of respondents plan to ramp up recruitment in 2010, with only 18% freezing headcounts.

The survey found that while executives understand the need to focus on their talent, greater action is needed to develop sound talent management strategies for the future.  Low trust among mid-level employees, coupled with low graduate recruitment and an ongoing demand for senior executive talent, is creating a perfect storm for businesses:  the most talented employees may be headed out the door, with fresh talent not yet recruited.

Bottom line, these trends can have a serious impact on your business as the economy recovers.  ABR Employment Services is prepared to help.  We proactively recruit to ensure you always have immediate access to the skilled, talented and reliable individuals you need – especially when that talent becomes hard to find.  Visit our website to find out what we can do for you.

Find the right site for your career interests.  Begin by browsing the different “networks” provided by major sites like LinkedIn and Facebook.  Click through each network’s subfields to determine which sites have areas that match your needs and interests.

Build your profile carefully.  When creating a profile for career purposes, make sure that the information you post is accurate and appropriate.  Start by reviewing other profiles, then mirror the style and content of the best ones.

Choose an appropriate profile picture.  Your picture makes a critical first impression on a recruiter.  Be sure it’s a positive one.  Only post pictures that are “neutral” (i.e., not sexy, costume-like, or potentially alienating) and appropriate for business.  If you already have a profile picture, review it with a critical eye to ensure it prepresents you in a professional manner.

Maintain distinct identities.  If you use sites for both personal and professional purposes, separate your virtual lives by establishing dedicated social networking pages.  Direct all co-workers and business contacts to your professional page and ask them to “friend” you there.

Manage your privacy settings.  Take advantage of the technology sites like Facebook offer to limit what potential employers can learn about you.  Like other features, privacy options are continually updated – revisit them periodically to ensure your settings keep details about your religion, political beliefs and relationships private.  As a rule of thumb, assume that everything you post is public, except what you explicitly designate otherwise.

Post content, links and news.  Post timely content that highlights your professional area of expertise.  By including relevant links on your profile, you: demonstrate your concern about developments in your industry; position yourself as an informed expert; prove your commitment to improving yourself as a professional.

Garner recommendations.  As your online professional network grows, seek opportunities to obtain and post recommendations from superiors, co-workers, subordinates and satisfied clients.  Their third-party perspective gives readers a more objective view of you as a professional.

Complement your social networking job search activities.  Register with ABR Employment Services and gain access to a multitude of rewarding job opportunities that never make it to job boards or other online channels.

Whatever the reason, something about the way that product was marketed created a strong attraction in you – strong enough to make you act.

In many ways, job postings are a lot like the impulse items we all buy on occasion.  As a manager, you must ensure that the announcements you write compel the candidates you seek to take action – even if they aren’t actively seeking new jobs.

To help you in this arena, use these tips for creating irresistible job postings that are magnets for talent:

1. Tell a story to stir emotions.  Rather than beginning with dry job requirements, focus on the ways your company’s products or services impact customers’ lives, or draw from client testimonials.  Write about the way your business makes people feel, and use this to create a compelling image of your company and the available position.
2. Approach the posting from the job seeker’s perspective.  Top candidates are more interested in what a position offers them personally – high earning potential, intellectual challenge, recognition, etc. – than in your company’s business strategy.  Ensure your job posting addresses these needs by first highlighting the rewards of the position.
3. Emphasize your company’s strengths.  Everyone wants to work for a successful organization.  Put your company’s best foot forward by identifying strengths such as: organizational growth, industry track record, competitive advantages of your products/services, positive corporate culture, financial stability, awards and/or recognition.
4. Convey a sense of optimism.  Potential candidates are quick to form judgments about your company based on the tone of your listing.  Use positive language to turn downsides into opportunities (e.g., a decline in profits signals a need for innovation).
5. Keep it short.  Details are great, but a passive job seeker won’t take the time to read a lengthy listing that drones on and on like Charlie Brown’s teacher.  So as a general rule, limit job postings to two or three pages.
6. Avoid overused buzzwords and transparent euphemisms.  For the savvy job seeker, buzzwords do little to differentiate your company – so use them sparingly (balancing the need for SEO when postings are online).  Likewise, steer clear of inflating job titles (e.g., listing a coffee gopher as a Beverage Production Manager) that will only rob your company of both clout and credibility.
7. Use your in-house writing talent.  A job posting is a marketing piece.  If you’re not a Twain or Grisham by nature, enlist your marketing department’s help.  Provide them with the nuts and bolts of the job (as well as this post) and let them craft a compelling posting for you.

Attracting top talent is both time-consuming and expensive – so why do it on your own?  Call ABR Employment Services with your job specifications, and allow us to find the best temporary and direct placement candidates for you.