Common Pitfalls in Contract Staffing

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I work in contract technical staffing, and I’ve seen its drawbacks firsthand. Despite promoting its benefits daily, it’s rare for anyone to ask about its downsides in my 20+ years in this field. Surprisingly, most corporate HR and Recruiting Pros dislike contract staffing, yet few can say why, with only about 1% explaining their reasons (I made that number up, but it’s super low).

Many think contract staffing threatens their job security. They worry that if they use our services, they’ll become expendable. But that’s not entirely true. Contract staffing fills temporary talent gaps and handles project work, while corporate staffing focuses on permanent hires.

However, it’s important to admit that contract staffing isn’t perfect. Here are three common reasons why contract staffing may not be the best fit:

  1. Falling in Love with Contractors: Sometimes clients fall in love with contractors who deliver exceptional work. However, assuming they’ll just seamlessly transition into permanent roles can lead to disappointment. Many contractors thrive on variety and project-based work, lacking the desire for long-term commitments. Contract staffing succeeds when both parties align on project objectives, deliverables, and timelines.
  2. Competing for Top Talent without Competitive Compensation: It’s tempting to believe that contract staffing can lure top talent away from direct roles, even when compensation isn’t competitive. However, attracting top-tier professionals requires more than just a tempting offer. If your compensation package trails behind the market, expecting top talent to make the leap is unrealistic. Contract staffing excels when it fills temporary talent gaps or project needs, not when it attempts to poach talent with subpar offerings.
  3. The Myth of Magic: Despite common misconceptions, contract staffing doesn’t come with a ready-made pool of candidates. While we excel at sourcing technical talent, I don’t have a magical roster of candidates awaiting their deployment. Instead, I identify and engage with suitable candidates, tailored to your specific needs, and we both go from there.

I get it—you want to see results fast once you’ve hired us. But for a successful partnership, it’s crucial to match your expectations with what we can deliver. Just like you manage your hiring manager’s expectations, I make sure our capabilities meet your needs, so we can work together effectively.

When both sides have realistic expectations and are on the same page, contract staffing can be a great solution for temporary talent gaps and project needs. By recognizing its challenges and how it works, we can build a strong partnership based on honesty and understanding.

Improving Diversity in Your Engineering Team

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Struggling to diversify your technical hires? You’re not alone if most of these hires are men, but by now you probably know the value of having diverse teams. So, how can you attract and keep more female and minority engineers? It’s tough, but doable!

Many of our clients quietly express interest in hiring female or minority engineers. Some HR folks worry about appearing discriminatory, but actively seeking diversity is not only smart but legal too. Look at Etsy – they boosted female engineering hires by 500%. It’s not about the numbers alone; it’s about meaningful change. Etsy revamped their interview process to be fairer to women, resulting in more female engineers joining them.

Here are three practical steps you can take:

  1. Publicly Commit to Diversity: Don’t keep it a secret. Let everyone know you’re actively seeking to hire women and minorities – add it to your marketing, careers page, all of the above. Transparency matters.
  2. Maintain Standards: Don’t lower the bar for just diversity’s sake. Stick to your hiring standards while actively seeking diverse talent. They’re out there!
  3. Involve Female Leaders in Hiring: Representation counts. Have female leaders lead the hiring process for engineering roles. They can bring valuable insights and help attract top female talent.

Remember, fostering diversity takes time and effort. Start small, but start now. Your engineering team’s future depends on it!

What is a Passive Candidate anyway?

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Every hiring manager wants passive candidates – to stumble on those hidden talents just waiting to be discovered. But what exactly defines a passive candidate today? Let’s break it down without the frilly stuff.

Traditionally, passive candidates were those who were not actively seeking jobs. But what does “actively searching” really mean? It used to include only the unemployed, those in irrelevant jobs, or on the verge of being fired. But that’s too narrow in today’s reality.

Recruiters often boast about finding “passive” candidates like they’ve hit the jackpot. But let’s be real. Take Timmy, for example. He seems passive, but he’s quietly applying for jobs while stuck in a dead-end job. Anyone with an online profile is fair game – they may not hunt for jobs daily, but they’re definitely open to offers.

So, here’s an updated definition:

“A Passive Candidate is someone found through various channels, not actively seeking your job.”

A passive candidate isn’t someone you found who hasn’t happened to think about applying to your job, yet. They actually might be the most active candidate on the planet, who you just happen to run into. Think of candidates buried in your database or referrals from employees.

We know a truly passive candidate when we speak to one. They’re a bit nervous. A bit surprised. A bit flattered. You can tell they’re not used to talking to recruiters and feel guilty talking to you. This is the person you’re hiring managers are asking for when they say they want a passive candidate.

This isn’t to say passive candidates are better. That’s an entire other post, but let’s not act like we are providing passive candidates when we aren’t.

Lessons from Past Jobs I’ve Had

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When I started college, HR wasn’t even on my radar. Was it on yours?

Here’s how it unfolded for me:

I got a degree in elementary education with dreams of shaping young minds. Teaching seemed like a fulfilling path, with the perks of summers off and being one of the few guys among a sea of female teachers. I was sold.

After a bit in education, I transitioned into sales and recruiting. I liked to talk – so these worked well for me. But, luckily, from here I stumbled into HR through a client who mentored me into it.

Here are five skills from those earlier jobs that helped me in HR:

  1. Confidence: Teaching taught me the importance of confidence. Kids are like sharks (kinda) – they can sense fear. Similarly, in HR, confidence is crucial when dealing with constant questioning and crazy situations.
  2. Positive Attitude: Positivity was my mantra in sales, and it serves me well in HR too. No one likes a negative Nancy. HR is often associated with negativity and maintaining a sunny outlook can make all the difference.
  3. Proactivity: Instead of waiting for problems to arise, I learned the value of being proactive. This way of thinking has been really helpful in HR. It’s all about being proactive and getting ahead of problems before they become big issues.
  4. Humility: Balancing confidence with humility is a fine line. In teaching, not keeping promises hurts your credibility. With the kids, with peers, everyone. Similarly, in HR, being humble builds trust and reliability, which are important for good relationships in the organization.
  5. Persuasion: Whether convincing students or candidates, persuasion is a skill I honed in previous roles. In HR, the ability to sell ideas and projects is paramount, whether it’s advocating for a new initiative or garnering support for organizational change.

These skills have not only helped me excel in HR but have also empowered me to effectively advocate for the tools and technology necessary to drive organizational success.

That’s my journey. What about yours? Which skills from your past experiences have proven indispensable in your HR career?

My Final Post

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With a mix of emotions, I’ve gotta tell you, this is the end of the road for the good ole’ blog. It’s been a wild ride, sharing my thoughts on work, tech, and life for a solid decade or two.

Looking back on it all, I can’t help but notice one thing – you guys haven’t exactly been breaking the bank with your support!!! I mean, that dude with the sign on the off-ramp? He’s raking in more cash with five words than I ever did with a million. And all I’ve got to show for it is a bunch of HR and TA Tech vendor t-shirts. Not exactly the Nike collection I was dreaming of! You never ask for my Venmo!

So, it’s time to say goodbye…

Who knows, maybe tomorrow I’ll wake up in a cold sweat, realizing poor Sally from Smalltown, USA is still waiting for her daily dose of Timmy. Hang in there, Sally, I’ve got your back!

Let’s Kill Direct Deposit

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Remember the excitement of getting a birthday card and feeling a little cash fall out? I know we all felt it.

In the past, payday used to be the same. It was a big deal. You’d get your paycheck handed to you in person, maybe chat a bit with your boss or HR, and it felt good. If you’re too young to remember, just ask someone older than 30—they’ll fill you in.

Picture this: a physical piece of paper you’d take to the bank, sign, and walk out with cash. It was a whole event! But now, that tradition has pretty much vanished.

These paycheck deliveries did some very motivating things that we have now lost:

  1. The thrill of payday! Back in the day, as paychecks circulated, you could practically sense the excitement rippling through the workplace. Managers or HR reps would stroll around, engaging in light conversation, and offering cheerful remarks like, “Enjoy your weekend!” or “Don’t splurge it all at once!”—or, my personal favorite, “Can I borrow a buck?”
  2. Building bridges with leadership. Handing out paychecks compelled many leaders to step out and personally deliver earnings for the week. It created opportunities for them to talk with each team member and drop a couple of dad jokes asking if they’d like their paycheck with extra zeros this time around.
  3. A symbol of achievement. Holding that paycheck was like clutching a trophy. And everyone got one. It felt like tangible proof of your hard work and dedication. There’s something special about seeing, touching, and yes, even smelling the ink on that piece of paper—it’s a sentiment that resonates, especially for those of us who grew up in the ’70s.

The switch to direct deposit might be more efficient, but it’s lost some of the personal touch. No more Friday visits from HR, no more chats with coworkers, and no more physical evidence of your earnings.

Would you ever consider going back to handing out physical paychecks? I’m sold – show me the cash!

Driving Change

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What is the worst buying experience you’ve ever had?  For many, it’s buying a car.

Whether it’s brand-new or a used one, the process often sucks. It kicks off with the salesperson, who accompanies you on a test drive, bombarding you with small talk because (duh) they can’t trust you to drive alone, when all you want is to assess the car in peace. Then comes the excruciating negotiation dance between you, the salesperson, and their “sales manager,” dragging on for what feels like an eternity. And either way you feel like you’re getting a raw deal. It’s all set up to benefit the dealerships, not the buyers.

Recruiting can feel the same way for companies and job seekers. It’s uncomfortable, with both sides holding back information, or not asking certain questions. In the end, one side usually feels like they’ve won, while the other feels like they’ve missed out.

So, how can we change this?

It’s a tough question. If there were an easy answer, the car industry would’ve figured it out already. The problem is a lack of trust. Companies assume buyers don’t understand their need to turn a profit, so they play games with pricing. Similarly, recruiting tends to focus too much on skills and not enough on cultural fit. This leaves both parties unsatisfied in the long run.

Recruiting should transition from a one-sided sales pitch to a matchmaking service. Contrary to popular belief, I’m not just seeking the best talent—I’m after the best talent that aligns with our culture and can seamlessly integrate into our existing team. These may not always be one and the same. Yet, traditional recruiting focuses predominantly on skill matches. The hiring manager needs a Java Developer, so recruiting delivers one—but if there’s no cultural fit, both parties end up unhappy. The issue lies in the time-consuming and subjective nature of this approach, which gives HR departments palpitations.

While I don’t have a solution, I can’t wonder how recruiting might evolve if it took notes from Match.com rather than traditional job boards. Imagine a world where compatibility and cultural fit are most valued, where recruiting isn’t just about filling a position but forging meaningful connections between individuals and organizations. Give me Tinder For Recruiting, I don’t ask for much!

Don’t Just Wait to Be Discovered

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As a recruiter, we’re always on the lookout for talent. Whether we’re at work, running errands, or enjoying time off, we are constantly searching for people with the right skills and drive.

But, I’m here to tell you, opportunities won’t just land in your lap. If you’re waiting for someone to find you, you could be waiting forever.

Because recruiters don’t stumble upon talent by accident. They look for people who are actively showing what they can do. Every single day. It’s like trick-or-treating – we only go where there’s a light on.

Too often, I meet people who want a new job but aren’t doing anything about it. They’re afraid to let their current employer know they’re looking. But that’s not the best way to get noticed.

Instead of waiting around, get involved. Connect with others in your industry and community. Let people know what you’re looking for.

Even in today’s job market, there are plenty of opportunities out there. But you have to put yourself out there to find them.

So stop waiting to be discovered – go out and make it happen. Success isn’t luck; it’s hard work.

Online Ghosts or Privacy Hosts

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Ever come across a candidate who seems to have almost no online presence? No LinkedIn profile, no Facebook or Instagram account, not even a trace on Google? It’s like they’re a digital ghost, right there in front of you with a resume in hand, but little else to go on.

Let’s say you meet someone like this – let’s call her Karen (not her real name, of course, I’m in HR – her name is Jill). She shows up for the interview with a solid resume, work history, and references, but beyond that, she’s pretty much a mystery online.

In today’s world, where social media is everywhere, this kind of absence can be scary. Usually they’re an Instagram story away and I know what you had for breakfast, how you like your steak, your husband’s name, cat’s name, the whole damn thing.

It raises questions. Why the secrecy? Is it a deliberate choice for privacy reasons, or could there be something more to it?

During the interview, ask about it. Karen might mumble something about valuing her privacy – a word that still holds a lot of weight to some. As an employer, it’s tricky. Privacy matters, but so does transparency. Trying to balance these can be tough.

In the end, you might not get clear answers. But it’s a reminder that in today’s world, having no online presence can be a red flag when hiring. Or not. What do you think?

Soft Feedback Isn’t Cutting It

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Today, it’s rare to get honest feedback. Most people just want praise instead of hearing what they need to improve on.

The thing is, folks struggle with criticism unless they’re expecting it. And not many have the guts to handle it well. So, instead of giving real feedback, we often sugarcoat things to avoid hurting feelings.

Here’s an example:

Soft Feedback: “You’re doing well, but it’d be nice if you could push that project forward.”

Honest Feedback: “You’re good at what you’re told to do, but I need someone who can take charge of projects without constant supervision. I’m here to help you grow, but I need more initiative from you. Can you step up?”

Both say the same thing, but the honest one gives clearer direction. Sadly, we rarely give this kind of feedback because we’re scared of upsetting people.

So, how do we fix this?

It starts with hiring. Candidates need to know we value honest communication and expect them to take feedback well. Those who handle it during interviews are more likely to thrive in a culture that values growth over ego.

For existing employees, leaders need to lead by example. They should show they’re open to feedback themselves and train others to give it constructively.

Coaching and mentorship programs can also help. They give employees support and examples to help them embrace feedback for personal growth.

Sure, it takes time and effort. But companies that prioritize honest feedback build a culture of trust and growth. Employees see the value in open communication, making the company stand out as a place where people can truly grow.