Category Archives: Business

My Big Fat Recruiting Dilemma!

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Have you had an employee who had to stop working because they became too fat? Just wait, you will, it’s just a matter of time.

I remember when my biggest nightmare as an HR pro was going to tell an employee they need to bath and wear deordorant. I can’t even imagine having to go tell an employee, “Hey Bro, you have to go home, you’re too fat.”

The U.S. Army recently came out and shared some statistics about how the U.S. obesity epidemic is hurting their recruitment efforts:

“Just under three in 10 young people [ages] 17 to 24 can join the Army today – and the other armed services for that matter – and the single biggest disqualifier is obesity,” Major General Allen Batschelet of the U.S. Army Recruiting Command told CNN. “Ten percent of them are obese and unfit to the point that they can’t join the service. It’s really very worrisome.”

“The obesity issue is one of the most troubling because the trend is going in the wrong direction,” says Batschelet. “Ten percent are disqualified today, and we think by 2020, it could be as high as 50 percent, which would mean only two in ten would qualify to join the Army.”

Our national security is at risk because our citizens can’t put down a Big Mac. Our enemies don’t need to attack us with bombs and troops; they just need to keep sending us cheap junk food to consume!  Then one day they just come ashore and roll us over to the POW camps.  I sure hope they serve good food at the camps…

Big fat Americans just aren’t a national security issue; this is a major issue facing all employers.  The reality is, no one wants to hire unhealthy people. If given a choice between people with similar skills and abilities, one in shape and one obese, employers will always hire the person who is in shape.

You want to see hiring discrimination at its finest?  Put a minority in good shape, a woman in good shape and an obese candidate, all with similar skills, in front of a hiring manager and have them rank them on most likely to hire.

The obese person will always rank last. Why?  Your hiring managers fear hiring someone who might die on their watch, more than hiring a minority or woman.  Was that too real for you? Check your analytics, you know where your problems are.

How do we fix this?

Companies have failed at wellness across the board.  I think it’s just a matter of time until you begin seeing organizations tie performance and compensation into their wellness plans.  It seems extreme, but so is this problem.  When a company reaches the point where they’ll tie your job performance to your health ‘performance’, that’s when you have an organization that truly cares about you.

7 Realities for Negotiating Salaries

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I think we all know that one person in our life that thinks they get the best deal on everything!  They consider themselves the ultra-negotiator, the person sales people hate to see coming! You know the person -they go and buy a $40,000 car and call and tell you how they got it for $27,000, and the car dealership actually lost money on them.

These are the same people that believe they can also ‘negotiate’ their salary.  There are some realities we face as HR Pros that most candidates don’t get.  While we have rules and processes and salary bands, quite honestly, very little negotiation goes into any salary offer.  Younger people are always told, usually by their Dad or some cheesy uncle, to “Negotiate” their salary, “Never take the first offer!”

To me, there are 7 main realities about negotiating salaries, and here they are:

1. A good HR/Talent Pro will pre-close you one what you are expecting. This is truly the point where you should be negotiating. The first call and 99% of candidates miss this opportunity.  This is also where you can truly find out what the position pays by playing ‘the game’. Go in super high and work backwards, you’ll eventually get to the ceiling.

Example of what this looks like:

HR/Talent Pro: This position is ‘wide’ open for the right person and skills, we just wan to judge your interest.

Candidate: I’m interested. I’ll need $350K!

HR/Talent Pro: Oh! My! That is above our range!

Candidate: Okay, give me  ballpark.

2. Health Benefits, 401K match, holidays – are all non-negotiable, unless you’re negotiating a C-suite offer.

3. Vacation days are usually negotiable, but only if you’re coming in with experience. Most entry levels have no room to negotiate this, and if you did negotiate, as an entry level, and get more vacation than they originally offered, calm down, they were willing to give this already. It was a test.

4.  In most positions you have a 10% range within a position to negotiate salary for an experienced professional. This means if they offer $60K, you can probably get $65K without much hassle.

4a. There are 2 schools of thought on this:

-The fewer the people in a position, the easier it is to negotiate salary. The theory being we can hire Tim at $65K, we have  Jill is already hired and working at $60K. but it will only cost us $5K to move her up to that same level. Everyone’s happy.

– The more people in a certain position, the harder it becomes to negotiate because the example above, pay inequity now becomes very expensive, and ‘pay creep’ is more of a concern when you have 200 people in a position vs. 2.

5. You can raise your salary up quickly by moving around early in your career and jumping from company to company, but it won’t help you move ‘up’ in your career.  Congratulations you’re making $95K as an Engineer, but you won’t be the first choice to a manager or director position. That will go to the person who has been there for 8 years while you were working for 4 different companies.

6. HR/Talent Pros (the good ones) expect you will negotiate something. They usually are holding something back to help seal the deal.  If you don’t negotiate, you missed out an opportunity to get something and that will follow you as long as you are with that company.  The $5K you left on the table initially, compounds each year like bank interest. If you’re with the company 20 years, that one little $5K negotiation will cost you $100K+.

7. The best HR/Talent Pros will tell you up front if they have don’t have room to negotiate. Very rarely are they lying.

Share some of your salary negotiation stories in the comments below.

The Number One Reason Hires Fail

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“Everybody is a genius. But if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid.”

Albert Einstein

Its about that time when the HR conference season gets into full swing, so I’m beginning to prepare myself for the hundreds of conversations I’ll have with great HR Pros all over the world.  One thing that I will hear over and over, and more than anything else is: “HR just doesn’t get…”  To be honest,  I think HR gets a whole bunch, but I think many of us lack the courage it takes, at the right time, to show how much we actually get.  So we sit there with our mouths closed, and others then have this perception we don’t get it.  But we do. We just weren’t able, or ready, to put our necks on the line, at that moment.

I do agree, though, that there are still certain things we struggle with in HR.  For me, the above quote from Albert, sums up what we still struggle to appreciate in HR. We hire people for one set of skills then upon arrival, or at another point in their tenure, expect them to perform a different set of skills.  This behavior happens everyday in our organizations. It’s a classic reason at why most people fail in your organization.

I bet if you went back and measured your last 100 terminations in your organizations, 60% of your terms would fall into this category:  person wasn’t performing, but the job they were asked to do was different from what they were hired to do originally.

So, what is it that we still don’t get in HR?

We don’t get the fact that we hire for a certain set of skills and the job changes, so we now need a new set of skills.  Training and Development are still living in this dream that they can drastically change adult learners by having a 4 hour training session and having each participant sign a sheet saying they received the training. Then, we all sit around a conference table analyzing our turnover and wondering what happened, and why all these people magically turned into bad performers.  It’s not them, it’s us!

So, what can we do about it?

The first step is realizing HR, and the organization, are part of the problem.  You can’t hire a bunch of fish because you need great swimming skills, then change the skill need to climbing and expect your fish to turn into monkeys.  It has never worked, and it will never work, even if you change your department’s title from Training to Organizational Development.

So, do you just fire everyone and start over?

Maybe, if the skill needed to change is that drastically different. More realistically, we need to have better expectations on the amount of time and effort it is going to take to get people back to “average” performance, not “great” performance.

Setting realistic expectations with your operations partners will give you a better insight to what route your organization is willing to suffer through.  Either way, there will be some suffering, so plan on it and prepare for it. Then go buy a bunch of bananas, because if want those fish learn how to climb, they’re going to need a lot of incentives!

The Open Office Terrorists

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So, how’s that new open office plan treating you!?

A recent study out says that it takes a normal person roughly 37 seconds to figure out working in an open office environment is going to suck! I mean, those were probably the slow people in the study, it doesn’t take a mental genius to see that going from an office where you could actually get stuff done to a bunch of people looking at each other, probably isn’t the best concept for productivity!

Okay, so that wasn’t a ‘real’ study. It was me and the voices in my head discussing the open office concept, and we all agree. Call it what you will, I’ll call it a quorum.

An actual study done GetVoip was spammed to me last week titled: The Detrimental Pitfalls of Open-Plan Offices which had the following findings:

– 95% of employees said working privately is important to them

– 89% of employees are more productive when working alone

– 63% of employees name “loud” coworkers as their #1 distraction.

“But, Tim! Open offices look so cool, and they prosper collaboration and communication and ping pong.”

Great…

But how many of you actually need more collaboration and communication?  I mean really?  Let’s be honest.

If Billy comes over to talk about The Voice one more time I’m going to gut him right here in my 8 ft by 8 ft low wall cubicle space I spend most of my time in. I’ll then use Billy’s skin to make a roof over my cubicle and finally have a little piece and quiet to actually get something done.  It’s not that I don’t like Billy. He’s was super the first three thousand times he came into talk me.  Now I want to see him die. Slowly. Painfully.

Open office space sucks because you have coworkers that are terrorists of the open office.  They come in all shapes and sizes, and they disguise themselves as actual coworkers. Here are a few examples:

1. The CrossFit Terrorist: Mandy does CrossFit. You should do CrossFit. And, apparently, the next best thing to doing CrossFit is talking about CrossFit to people who don’t give a shit about CrossFit.

2. The Vegan Terrorist: Mark is Vegan. You should be Vegan. And, apparently, the next best thing to being Vegan, is talking about begin Vegan to people who are trying to enjoy a nice fried donut and a RedBull for breakfast.

3. The Why Guy: The Why Guy can also be a Gal. They want to know why! Why are we doing this? Why are you doing what you’re doing? Why is the boss nice today? Why is the sky blue? Why are you holding a knife to your wrist?

4. The Schemer: Molly is a schemer. Molly wants you to scheme with her.  Molly doesn’t like how Missy wears hair hair and wants to get her fired. Plus Missy’s teeth are too white. Molly spends 77% of her day scheming of ways to get Missy fired, and needs to tell you all about it.

You see?  Open office plans are the devil in disguise.  If you had an actual office with a door, you could shut it. Lock it. Put up a sign that says, “I hate you! Go Away!”, but that would just look silly hanging from your chair at that table in the middle of the room you share with a bunch of terrorists!

 

How to solve one of the America’s Toughest Recruiting Challenges

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Hey, Tech Recruiters your job is really hard isn’t it?  Do you want to know a recruiting job that is about a hundred times harder than yours? Try recruiting Truck Drivers!

The Truck Driving recruiting industry is insane.  It’s reported that right now there are 36,000 Truck Driver open position in the U.S.!  Go to any major corporation that has a shipping component that is handled by semi-trucks and they have openings, many will have openings in the hundreds!  The largest trucking firms in the country have recruiting teams that dwarf the size any of the major Tech companies in Silicon Valley.

So, how do you solve such a major recruiting nightmare?

By doing this:

Okay, I hear you! “Wait, there still has to be a person in the seat!” You don’t solve the ‘driver’ problem at all!

The main problem with the Truck Driving profession is too fold:

1. They can’t attract younger workers into the profession.

2. They have high turnover.

Being able to use and operate the latest technology in any industry will attract a younger workforce.  Can you imagine the people lining up to be able to operate one of those trucks above?!  I can only imagine how this tech will revolutionize the profession of truck driving, and the skill sets needed.

Truck Drivers turnover because they don’t see a future in driving truck.  It’s seen as a low skill occupation, and a lonely one at that. Hours, weeks, months, years on the road.  Throw in the nasty-ass truck stops and you can see why our best and brightest are jumping at the thousands of open jobs.

Self driving technology opens up a whole new capacity level for the people sitting in those vehicles. I can imagine how organizations could begin training and teaching these operators an entire additional skill set to use while in vehicle, and even upon getting to their destination.  It would easily be foreseeable where your self driving vehicle operators could also become your field sales reps, quality control, etc.

If the operator, theoretically, only has to pay attention to vehicle operations 15-20% of the time, this gives them so much time to concentrate on other ways to add value to the company and to themselves.

From a recruiting perspective, I can sell that.  It’s hard to sell dirty bathroom and lot lizards to a kid who believes he has a future.

There’s Collateral Damage in Leadership

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You know what none of the great leadership speakers, gurus, TEDx speakers, etc., will tell you about leadership?  Sometimes in leadership, even the best, greatest, visionaries, have to do things they wouldn’t want anyone else to know about.

We got to see this in the past weeks with Tom Brady, the Super Bowl winning quarterback from the New England Patriots, with how he responded to the Deflategate scandal.  Tom had a chance to be the leader we all believe leaders to be. Instead, he was the leader that most leaders are.

You don’t want to hear this.

Brady did what leaders do.  He protected the brand.  Whether you like it or not, New England, The NFL and Tom Brady are the brand. He protected the shield.  You really think he’s going to throw the brand on the sword for some equipment guy that no one will know in 30 seconds?

Now, don’t get me wrong. Tom Brady is a liar.  He lied about not knowing anything about those balls being deflated.  He knew exactly why and how those balls were deflated, because he gave the order!

The NFL is a $100 Billion dollar business. The New England Patriots are the NFL. Tom Brady is the NFL. Just like the rest the teams and players are.  So, the NFL, the Patriots and Brady all have a vested interested in ‘handling’ this with as little collateral damage as possible.

Throwing a couple of equipment guys under the bus, throwing the blame on them, is collateral damage to protect the brand.

You know what happens when when a giant multi-national company does something horribly wrong and there is loss of life or major damage?  They find someone to shoulder the blame that is smaller than the brand.  People lose jobs. Sometimes they even go to prison. But the company, the brand live on.

You’ll never see the multi-national CEO come out and take the blame for catastrophic events.  They’ll have empathy, they’ll have compassion, but they will not take blame. This is real leadership.

You don’t want to believe that this is leadership, but it is.

Tom Brady did for the NFL what great leaders do.  He deflected a cheating scandal that could have cost billions of dollars to the brand, and placed it on the shoulders of some guy making $40,000 a year.  People can accept that story.  Some dumb equipment manager was a super fan and just trying to help out ‘his’ guy. It wasn’t Tom. Tom is a modern day God!

Welcome to the show kids.

You’ll Never Forget Your First Time

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I was twenty-six years old.  At the time, I was living in Michigan and working in my first job right out of college.  I had been doing pretty well for myself and began moving up in the company.

I had just got put into a position where I had a couple of people reporting to me, and I had to hire a new person to report to me as well.  I hired this smart, young person right out of college. Their passion and energy immediately attracted to them.

Oh, wait, you think I’m talking about…

Okay, let me start again.  This post isn’t about sex! This post is about my first termination!

Can you remember yours?

In my career, having to terminate individuals are some of my most memorable experiences.  I think if you have half a heart, you’re probably the same.  When I talk to upcoming HR graduates, I always try and forewarn them about this part of our job.

Terminating employees leads HR pros to heavy drinking or other forms of stress relief. That is a fact.

From time to time I hear HR pros talk boastful about firing someone, and it makes me sick to my stomach.  While I’ve had to terminate individuals that clearly deserved it, I never took pleasure in doing it.  It’s the one thing that really sucks about having a career in HR.  We get to see people at their weakest moments.

Most of us pray that no one ever has to see this side of ourselves.  Let alone, be in a position, where you frequently get to see this side of humanity.

When you terminate someone, there is a good chance you’re going to see this person’s biggest fears.  I have enough of my own fears. I don’t need to carry around the fears of others!

My first time?

I had to fire the young kid I hired with all the passion and energy, hoping they were going to change the world, fresh out of college.  This person just couldn’t come up to speed as a recruiter. It happens. I worked with this person, encouraged them, but eventually this person was ‘dead-employee’ walking.

Their body kept showing up for work, but their mind and heart had given up.  No matter how hard they physically worked, it wasn’t going to happen for them.  So, I pulled them into the conference room and told them it was time.

No real emotion to make this termination more memorable than any other. The person was upset, and you could see this was not something they had written on their bucket list.  They stood up, walked out, and my life went on.

Nine years later, I’m working at Applebee’s in HR.  I was responsible for seventy restaurants, and I happen to stroll into one of the locations and there is my first termination working behind the bar!  I saw him before he saw me, but once he saw me he froze.

I went over to say ‘hi’, and catch up.  It was awkward and clunky, but I’m an HR pro, I was trained to do this.  After me letting him go, he bounced around for a few years, and finally decided to go back to school, and had taken the bartender job at Applebee’s to make ends meet.

I saw this person a number of times after, and on one visit, he asked to talk.  He said that the day I walked into the Applebee’s, and he learned who I was, in my new position, he assumed I was going to fire him again.  I said, “For what?!” He said, “I don’t know, just because.”

It hit me hard.  This wasn’t about terminating a poor performer and moving on.  This person carried that termination around like a backpack for nine years, and as soon as they saw me, all that fear and feelings of failure flooded back to him.

Welcome to the show kids. Sometimes working in HR sucks.

How Do You Turn Around a Crappy Employment Brand?

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I get two questions more than any others since I started blogging in HR and Talent over six years ago:

1. What ATS do you use?

2. How can we turn around our bad employment brand? (You can also replace “brand” with “culture” – I get that a lot as well!)

For question #1 on the ATS selection is for another post. Check back Wednesday and I’ll tell you.

Question #2 isn’t necessarily difficult, but it does take work!

There’s a reason you have a crappy employment brand. You need to find out what that reason(s) is and solve it. Sometimes the reason is difficult to solve, sometimes it’s very simple.  If you have a bad employment brand because you have a history of treating employees like garbage, that is going to take some time to turn around. If you have a bad employment brand because you recently had one bad issue in the news, you can recover pretty quickly.

The first step to turning around a bad employment brand is knowing what the problem is.

Sometimes you just know, sometimes you need to do the employee surveys. I love doing employee alumni surveys for this as well, and only sending to those you voluntarily left on their own. Those folks usually give you better, more productive, feedback, than those you laid off and fired.

The second step to turning around a bad employment brand is you need to get your entire leadership team to agree on why you have this problem.

It doesn’t matter what you do in HR, if your leadership is not in agreement, you will never fix this problem. And, it can’t be just the CEO who agrees with the problem. Any leader with influence needs to buy in completely and drink the Kool aid. Once you have this buyin from leadership, it becomes fairly easy to fix.

The third step to turning around your employment brand is your current employees have to begin believing that real change is happening.

They need to hear it, constantly, and they need to see it.  It starts from within. If your current employees believe it’s changing they’ll begin to refer people to be apart of the change. One step I suggest, that almost no organization ever does is to find your true believer employees. Those who you are 100% sure are on board for the change, and do a special referral bonus for only them. You want your true believers referring people, you don’t want your cancer employees referring people.

The fourth step to turning around your employment brand is to change the perception externally.

Most organizations flip-flop steps three and four, and it’s the main reason they fail. They try and change external perception with commercials and marketing, news releases, etc. This creates buzz on the outside, but your internal folks kill it as soon as that first person interviews or is hired.  Do steps 1-3 first, and step four really is just fairly easy employment branding marketing strategy and plan.

The first three steps will take 90% of your time to fix. You’ll be shocked at how hard step two will be, and how long it will take to come to agreement on the ‘real’ problem. That’s because most bad employment brands start with bad leadership.  Bad leaders don’t easily take responsibility for this, and want to blame everyone and everything, besides themselves.

There’s no silver bullet for a bad employment brand. Unfortunately, marketing firms are going to sell you step four as a silver bullet, which is much like putting lipstick on a pig. The pig might look a little better, but it’s still a pig.

HR’s Work Uniform

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I got put on to an article recently about a female Art Director who decided to where the exact same outfit to work everyday.  She’s been doing it for the last three years:

“I have no clue how the idea of a work uniform came to me, but soon, the solution to my woes came in the form of 15 silk white shirts and a few black trousers. For a little personal detail, I remembered my mother loved to put bows in my hair as kid, so I chose to add a custom-made black leather rosette around my neck. Done. During the colder months, I also top my look off with a black blazer. I shopped all the pieces in one day. It burned a hole in my wallet to say the least, but in the long run, it has saved me—and will continue to save me—more money than I could imagine.

To state the obvious, a work uniform is not an original idea. There’s a group of people that have embraced this way of dressing for years—they call it a suit. For men, it’s a very common approach, even mandatory in most professions. Nevertheless, I received a lot of mixed reactions for usurping this idea for myself. Immediately, people started asking for a motive behind my new look: “Why do you do this? Is it a bet?” When I get those questions I can’t help but retort, “Have you ever set up a bill for online auto-pay? Did it feel good to have one less thing to deal with every month?”

I love the idea.

I recently went on a diet. I’m not a big dieter type.  But I’m completely comfortable with eating the same thing, every day, every meal. Give me a plan, and I’ll follow it.  For breakfast I have a banana and two eggs, mid-morning snack is a protein bar, salad with grilled chicken and fruit for lunch, Greek yogurt in the afternoon and a piece of fruit, for dinner it’s fish/chicken/steak, brown rice, veggie combo of some kind. I’m down about 15 pounds. I’ve been doing it for about six weeks or so. It’s easy.  I don’t have to think about what I’m going to eat, and I like what I’m eating.

I could so easily wear the same thing to work every single day. I basically do anyway for the most part, dark dress slacks and button down shirt. It would be even easier to just keep it all the same.

I wonder what a good HR uniform would be?  Here’s my suggestion:

For the Men of HR: 

– Dress khakis (not the cotton type, the poly blend type. Cotton wrinkles to easily, and the cotton ones that don’t are Dockers and no one wants to see those.)

– White button down or predominantly white patterned button down (In HR you want to wear white, it symbolizes you’re on the right side of things. Pressed. Crisp.)

– Sweater vest  (Sweater vest screams secure, conservative decision making and trust. HR in a nutshell.)

– Wingtips (Brown, not black. Brown is soft and comfortable. Black is cold and hard.)

– Socks (Fun colors and patterns. This speaks to the culture you want, but aren’t willing to go all out for.)

For the Ladies of HR: 

– Dress slacks (Black or Navy, no Khaki for the ladies. Get some pants with some structure to them, no pseudo yoga pants, no one wants to see the HR lady’s cookie – shout out to my girl Mer! – and make sure they’re long enough.)

– White open collar shirt, sligh v-neck (You want classy, not sexy. Long sleeve or 3/4 sleeve. Spend some money so it’s not see through, or get white camis to go under.)

– Lightweight cardigan sweater (Color to match the season, plain, no patterns or picture of cats. This adds softness and approachability.)

– High heels to match the pants (Not hooker high, appropriately high.)

I would totally trust these two HR Pros above!

What do you think? What would you like for your daily uniform if you were going to wear the exact same thing to work every single day?

3 Ways Contract Staffing Fails

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Contract technical staffing is what I do for a living – so I know exactly where it falls down.  I spend every day trying to talk people into why they should use contract staffing and why it makes sense.  In 13 years of being in this business, I’ve never had anyone ask me why it doesn’t work.  That might be kind of odd.  Don’t get me wrong, I’ve talked to hundreds of corporate HR and Recruiting Pros who HATE contract staffing, but 99% don’t know why they hate it.

Most believe they hate contract staffing because it’s taking their job away.  Nothing makes me smile more than to hear a really good HR Pro say “if I hire your company ‘they’ll’ have no reason to keep me around”.  I always find this a little sad, because that’s not at all true. Contract staffing isn’t in competition with corporate staffing. Contract staffing fills temporary voids of talent and project work. Corporate staffing is looking for permanent, long term hires.

But, to be perfectly honest, there are some reasons when contract staffing fails.  If you deal with contract staffing firms, you might find that shocking to hear, because we are trained from birth not to ever say anything negative about our service.  ‘Everyone’ can use us for any recruiting need you might have!  Well, no not really.  Let me give you 3 Ways Contract Staffing Fails:

1. To Attract your competitions talent when you are equal or trailing in market compensation.  I always like to say there is no one I can’t recruit.  Given enough time and money. I could get President Obama to quit the Presidency.  But if you think a contract staffing firm is going to get your competitions best developer to leave their direct job for a contract job, for the same money or less, you’re crazy and I don’t want to work with you company.

2. When you fall in love with the talent.  Every once in a while I a client who gets upset.  They bring on a high priced contractor, that person does great work, and the client falls in love and wants to hire them.  The problem is many contractors are contractors because they like moving from project to project.  They like you, they just don’t like-like you.  Contract staffing works really well when it’s a win-win. We have a project, you nail project, and we both got what we wanted.  It fails when one party falls in love, and the other doesn’t feel the same!

3. When You Think I’m Magical. Recruiting is recruiting.  I don’t have a magical stable of candidates waiting to come to work for you. Well, I might have one or two, but not a stable. When you tell me you need something I, usually, have to go out and find the right talent, fit, etc.  Just like you would, if you were looking to hire a direct position.  I’m not magic, I’m just good at finding technical talent.  There’s a difference.

I get why some new clients get put off by contract staffing.  I call you, tell you how amazing we are and how good we are at what we do and then you expect I’m going to have 5 perfectly screened ready to work Controls Engineers in your inbox the next morning, when you’ve been searching for 6 months and don’t have one.

Expectations are a huge issue we all face in recruiting, no matter what kind of recruiting we do.  I have to manage my clients expectations, just like you have to manage your hiring managers expectations.  Contract staffing works really well when you find a client partner that makes sure your expectations and their deliverables all line up.

Want to discuss?  Contact me: sackett.tim@HRU-TECH.com, 517-908-3156 or send me a tweet @TimSackett.   I promise to under promise and over deliver.