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Staffing News Online

NJSA's Staffing News Online is a monthly e-newsletter that is available to the staffing industry.  The content for Staffing News Online comes directly from our industry partners.  If you are an NJSA industry partner and would like to submit content for Staffing News Online, please email office@njsa.com with your article.

  • Thursday, June 27, 2019 11:17 AM | Denise Downing (Administrator)

    Submitted by Urbach & Avraham, CPAs

    Check Those Buy-Sell Terms

    Everyone puts off check-ups. Next month always seems the ideal time for them. Yet sometimes delaying them can come back and bite us big-time. For instance, when’s the last time you checked your buy-sell agreement terms? You’ve worked hard to bring your staffing firm to where it is today. All the sweat and tears you put in over the years can result in someone else’s family enjoying the fruits of your labor. That can happen if one isn’t careful about his buy-sell agreement terms.

    How Much Will Your Share Be Worth?

    When drawing up a buyout clause it is critical to specify, in no uncertain terms, the value to be applied to the partner’s share. There will often be a significant disparity between book value and current market value, as many years may have transpired by the time the triggering event takes place. If book value is chosen, it can result in someone else reaping the fruits of the bought-out partner’s labor. In Estate of Claudia L. Cohen v. Booth Computers and James S. Cohen, a NJ appellate case, the enforceability of such a buyout was questioned.

    Estate of Claudia: Is That Fair?

    Claudia and her brother James were partners of Booth Computers, a family partnership set up by their father. A buyout provision stated that upon the death of a partner the remaining partner/s could buy the share at book value. Book value was $50,000. Claudia died in 2007, triggering the buyout. The executor of Claudia’s estate, appealed that the buyout was unconscionable, as the fair market value of Booth Computers was over 11 million dollars!

    Appeal Denied

    The judge ruled against the appeal, concluding that disparity between book and market value does not render a buy-sale agreement unconscionable.

    An Ounce of Prevention…….

    Even if your share won’t grow by 11 million dollars, it is critical to set the buyout value of your business share as the fair value at the time of a triggering event. You should talk to your CPA about the method by which the fair value is to be determined. An agreement between you and your business partner about the valuation method can avoid unnecessary litigation down the road. Review those buy-sell agreement terms with your CPA today. Your children deserve no less.

    BY: Jeff Urbach, CPA, Partner and Business Valuator, Urbach & Avraham, CPAs which provides accounting and tax services to staffing agencies. Jeff may be reached at 732-777-1158 or jdu1@ua-cpas.com. Firm website is www.ua-cpas.com 

    Click here to download the article.

  • Tuesday, June 25, 2019 3:43 PM | Denise Downing (Administrator)

    Submitted by Avionte

    Love it or hate it, marketing is one of the core functions of every staffing and recruitment firm but it’s often the department with the least amount of dedicated resources.

    When you’re short on budget, staff or resources, your options for expensive marketing tools are thin. The good news? There are quite a bit of awesome and free marketing tools.

    Here’s our list of six powerful (and free) recruitment marketing tools that you can start using today to help your business grow.

    Click here to read the full article.

  • Tuesday, June 25, 2019 2:56 PM | Denise Downing (Administrator)

    Submitted by Assurance

    Like most companies, Assurance has an Intranet which our employees access on a daily basis for company news, information, resource documents, seating charts, birthdays, baby announcements, you name it. We call our Intranet, ‘A’ Street, but it’s really more of an information superhighway than street.

    Each month, members of Assurance’s Executive Team take turns writing a personal column for Stay Connected. Since we first launched our ‘A’ Street Intranet site, there have been no hard and fast rules for what our executives’ Stay Connected columns should be about. They were simply seeking an opportunity for employees to get to know the leadership team on a more personal level, and hopefully create some new connections. Executives were encouraged to write whatever they were feeling and just roll with it.

    Recently, I’ve gone back and looked at the 70+ Stay Connected articles that have been published. They’re astonishingly diverse, and personal, and introspective. Our CEO, COO, CMO and company Presidents have written to our employees on everything from the numerous challenges of parenting, to female empowerment, staying healthy, the value of appreciation, aging, and even Taylor Swift.

    Needless to say, a fair number of these topics often did connect in some fashion to our workplace and the business we do here at Assurance, but not all of them. I think it’s that mix of personal and business, and sometimes just personal, that makes them overall so powerful.

    The most amazing thing about Stay Connected is not just the articles themselves, but the responses and comments they generate from employees throughout the organization. Employees at all levels, near and far, often take the time to react to these articles. This creates an incredible sense of community here at Assurance, and I believe an invaluable bond between employer and employee.

    If you’re not currently doing something similar at your staffing company on a regular basis, I can’t recommend enough staying connected with your employees by getting personal on a consistent basis. People follow leaders they can relate to. If all you ever talk is business, that doesn’t make for a very relatable relationship

    Click here to download the article

  • Tuesday, June 25, 2019 2:47 PM | Denise Downing (Administrator)

    Submitted by TempWorks Software

    There is no perfect formula to grow your staffing agency. From start-ups to small or medium-sized firms, each staffing agency’s growth initiatives are unique to their business model, geography and market sector. Here are a few tips on how to align your business plan to support growth at your staffing agency.


    The first step towards growing your staffing agency is understanding the current market trends and characteristics. First, keep an eye on what’s going on in the staffing industry. Is the staffing industry growing or shrinking in the next couple of years? Generally, the staffing industry will grow in correlation with the trend line of the U.S. gross domestic product (GDP). You can keep an eye on this data through the American Staffing Association’s website.

    The second piece of market research is to understand what’s going in your customers’ industries. If your primary customers are light industrial, what are the market factors affecting their growth? Are they expected to have a good year and grow? Or are the trends indicating that they might have to downsize or shift business priorities? By keeping an eye on these marketplace trends, you can more accurately predict the size and frequency of your job orders from your top customers to help you create a more strategic business plan for your staffing agency. To help you monitor these trends, you can check out the Economic News Releases from the Bureau of Labor Statistics.


    A staffing agency is never too small to start improving its operational processes. Efficiency is especially critical for smaller staffing agencies since resources and time are often more limited than larger agencies. There are two questions to ask when you’re looking at improving your processes. First, what process will work for the business right now? Second, what will work for the business in the future? It’s beneficial to understand the answer to both questions. A solid understanding of process scalability can help you to implement processes that will best align with your staffing agency’s future growth.


    Making a significant investment in technology can often be a challenge for smaller staffing agencies. There’s a delicate balance between being small enough that manual processes or a bunch of different software systems is the best way to maximize profitability and when your staffing firm is simply too large for this to be a cost-effective solution. If you think that your staffing agency is experiencing some growing pains, do your research and due diligence to find a staffing software system that will work for your current business model (and budget) as well as scale for future growth.

    These are just a few simple tips to help your staffing agency get on the right path for growth. If you want to learn more about staffing tools to help your small or medium staffing agency achieve more growth and efficiency, contact us for more information on our latest addition to the TempWorks Software product suite for firms with as few as one or two users, TempWorks Core.

    Click here to download the article.

  • Tuesday, June 25, 2019 2:43 PM | Denise Downing (Administrator)

    Submitted by Two River Benefits Consultants

    The Departments of Treasury, Labor, and Health and Human Services (HHS) released a Final Rule to allow employers to offer, to a class of employees, either (a) an individual health insurance coverage HRA (ICHRA) that assists employees with the purchase of individual health coverage on or off the exchange marketplace (not short-term, limited duration coverage); or (b) an HRA to be used to reimburse certain excepted benefit costs. The Final Rules are effective for plan years beginning on or after January 1, 2020 and apply to all size employers. Funding of the HRA is made by the employer. The new rules may help employers to reduce their healthcare cost while still remaining compliant with the ACA. The rules are complex and may not apply to all situations.


    On October 12, 2017, President Trump issued an Executive Order to expand employers’ ability to offer HRAs to their employees and to allow HRAs to be used in conjunction with no group coverage. The proposed rule was released by the agencies October 2018 and noted that the final rule was promulgated after the agencies reviewed over 500 comments.

    HRA FINAL RULES Individual Care HRA (ICHRA)

    The HRA offered by an employer may be used in connection with the purchase of individual health coverage either on or off the public Marketplace, but it may not be used to reimburse premiums for short-term, limited-duration insurance.

    An ICHRA is subject to the following:

    • Use of Cafeteria Plan: An employer may permit an employee covered by an ICHRA who purchases individual health insurance coverage outside of an Exchange to pay the balance of the premium for the coverage through its cafeteria plan, subject to all applicable cafeteria plan guidance.
    • Applicable Large Employers (ALE): HRAs (other than excepted benefit HRAs described below) are considered group health plans and, as such, are Minimum Essential Coverage and can be used to the avoid Penalty A of the Employer Shared Responsibility/Play or Pay mandate if they meet the affordability threshold.
    • Classes of Employees: The ICHRA must be available to employees on a class-by-class basis and must be offered on the same terms to each participant within the individual class of employees. Within a class of employees, an employer may not offer some employees a traditional group health plan and others an ICHRA. Neither can the employer, within a class of employees, offer any employee a choice between a traditional group health plan or an ICHRA. ICHRAs may be offered on different terms to different classes of employees.
    • Minimum Class Size Requirement: The minimum number of employees included in a class depends on the number of employees employed by the employer on the first day of the ICHRA. The applicable class size minimum is as follows:
      • 10, for an employer with fewer than 100 employees;
      • 10 percent of the total number of employees, for an employer with 100 to 200 employees
      • 20, for an employer that has more than 200 employees.
    • Maximum Amount of ICHRA: The maximum dollar amount made available to the oldest employee(s) may not be more than three times the maximum dollar amount made available to the youngest employee(s). In addition, the HRA amounts may be based on the number of an employee’s dependents covered by the ICHRA.
    • Written Notice: A written notice must be provided to each employee at least 90 calendar days before the beginning of each plan year for any participant.
    • Special Enrollment Period (SEP): A new SEP was established to allow employees and their dependents to enroll in individual health insurance coverage or to change from one individual health insurance plan to another, outside of the annual open enrollment period if they gain access to an ICHRA.
    • Opt Out: A participant who is otherwise eligible for an ICHRA must be permitted to opt out of and waive future reimbursements at least annually to be eligible for premium tax credits under the ACA..
    • Substantiation: Ongoing employer substantiation is required to verify that individuals whose medical care expenses are reimbursable by the ICHRA are, or will be, enrolled in individual health insurance coverage in any month an expense is incurred.

    Offering Excepted Benefit HRA’s

    Employers that offer traditional group health coverage may offer Excepted Benefits HRAs (EBHRA). Amounts made available in an EBHRA may not exceed $1,800, indexed for inflation for plan years beginning after December 31, 2020. The following conditions also apply:

    • The EBHRA must be made available under the same terms to all similarly situated individuals, regardless of any health factor.
    • ICHRAs may not be integrated with individual health insurance coverage that consists solely of excepted benefits.
    • The EBHRA cannot provide reimbursement for premiums for traditional health insurance coverage. It could be used to pay premiums for coverage that consists solely of excepted benefits (such as stand-alone dental or vision benefits) and for other premiums, such as premiums for short-term plans (STLDI coverage). However, reimbursement of STLDI coverage is not permissible if offered by a small employer.
    • The employee is not required to enroll in the group health plan to participate in the EBHRA.
    • An employer cannot offer an HRA for purchase of individual health coverage and an HRA for excepted benefits to the same class of employees.

    Click here to download the article.

  • Thursday, May 30, 2019 4:11 PM | Denise Downing (Administrator)

    Submitted by Avionte

    Curious to explore what strategies, recruitment technology, tools and tactics support staffing growth in 2019 & beyond? You’re in the right place!

    After connecting with 188 staffing industry professionals and gathering a comprehensive list of insights, Avionté is proud to sponsor and present this year’s State of the Staffing Industry Growth Benchmarking Report.

    This report aims to answer one question, “What technology choices drive growth and what doesn’t in the staffing industry?”

    Having spent hours analyzing results and talking with experts, the report found three overarching trends for building out a growth-focused staffing and recruitment technology stack. They are:

    1. Faster is better: Firms that respond faster, grow faster.
    2. Intelligent automation is the future: As competition for talent tightens, the human touch matters more than ever. Fast-growth firms are automating repetitive tasks to give their recruiters time to build meaningful relationships.
    3. Trust matters as transparency increases: Talent is more informed than ever before, which means word of mouth marketing and reputation management are becoming increasingly important.

    Keeping these three themes in mind, let’s look at three specific findings that relate to staffing industry growth projections in 2019 from technology. We’ll dive into the data and offer our opinion. If you prefer to read the actual report vs our synopsis of it, please feel free to download the entire 2019 State of Staffing Industry Growth Report.

    Report finding:

    “Fewer firms expect to see fast growth this year, just 21% compared to the 2018 high of 36%”

    Our takeaway: This isn’t too surprising considering the record low unemployment rate and the fact that there are currently more jobs than job seekers. Staffing firms should focus on speed more than anything in order to achieve growth. That’s speed at finding qualified employees and speed at placing them in a suitable job. According to the report, one of the key opportunities to achieve speed is to “capitalizing on the latest technology and leveraging AI to quicken the recruiting lifecycle.” While that sounds a lot easier said than done, leveraging the right recruitment technology can have a significant impact on finding the right candidates, especially passive candidates.

    In short: Harnessing the right sourcing software can boost fast growth

    Report finding:

    “Office/Clerical and Industrial staffing saw the lowest cost per hire, while Management –level and IT staffing saw the highest”

    Our takeaway – Again, these statistics aren’t too surprising, especially since IT staffing and recruiting firms generally have a higher cost per hire than clerical/light industrial firms. While there’s a plethora of technology that can help lower cost per hire, video interviewing is one of the “low hanging fruits” of placing talent faster and more cost-effectively. To start, live video interviews are 6X faster than phone interviews and more than half of candidates actually prefer live video interviews while only 34% prefer in-person.

    Bonus: Check out this one-minute video interviewing overview clip that shows a practical example of how texting and video interviewing drives efficiency in the recruiting process.

    In short: Lower your cost per hire by trying out video interviewing.

    Report finding:

    “Referral programs and LinkedIn ranked as the top recruiting tactics with the highest ROI”

    Our takeaway: Referral plans remain king, word of mouth and incentive programs are tried and true ways to bring ROI but they are also some of the easiest to measure. Many of the marketing related tactics like Facebook, AdWords and email are fantastic methods to bring in revenue but are often difficult to accurately track. If you’re unsure how to measure ROI on your various marketing tactics, give our blog, How to Measure ROI on Recruitment Marketing, a quick read.

    In short: Recruiting ROI tactics are imperative but it’s also important that you can accurately track them.

    The insights collected in this blog only represent a small fraction of the total amount of goodies from the whole report. Feel free (literally, it’s free!) to download the entire 2019 State of Staffing Industry Growth Report. We’d love to hear your opinions/takeaways.

    About Avionté

    Avionté is a leader in enterprise staffing and recruiting software solutions, offering innovative end-to-end staffing solutions to over 900 customers and 25,000 users throughout the U.S. and Canada. Avionté delivers a robust platform for clerical, light industrial, IT and professional staffing firms to maximize profits and boost productivity.

    Click here to access the article on Avionte's website.

  • Thursday, May 30, 2019 4:05 PM | Denise Downing (Administrator)

    Submitted by Two River Benefits Consultants

    The State of New Jersey with its new Governor Murphy has been busy the last 16 months giving employees and their families more leave by implementing myriad new programs for employees to handle Family Issues. The programs are great for Families who need to take care of newborns and sick Family members, personal sickness off the job, and Close Friends. Most of the cost is said to be borne by employees not employers, but that cost transfer is easier said than done. Below is an outline of the Programs.

    The Paid Sick Leave Programs

    It started with the Paid Sick Leave program effective October 29, 2018, the New Jersey Earned Sick Leave Law allows employees to accrue 1 hour of earned sick leave for every 30 hours worked, up to 40 hours each year. The law permits employers to create policies that provide additional leave time. For Staffing Companies that place a temporary worker with client firms, earned sick leave accumulates on the basis of the total time worked on assignment for the staffing company, and not separately for each client firm to which the employee is assigned. The cost to pay for 2 workers during sick leave can accumulate quickly at a large staffing firm. The Permitted uses include family illness, Domestic Violence, Legal Services, Public Health emergency, and to attend a school related event.

    The Family Leave or FLI passed on February 19, 2019 is effective July 1, 2020. Family Leave use by an employee now covers a foster child, parent-in-law, sibling, grandparent, grandchildren, domestic partner, or any other individual related by blood to the employee, and any other individual that the employee shows to have a close association with the employee which is equivalent of a family relationship. Leave can be taken in the case of documented domestic violence or sexually violent offenses associated with these additional categories of family.

    The one week waiting period requirement is eliminated before payment of Family Leave Benefits. The benefit changes from a 6 week period to a 12 week period effective July 1, 2020. The cost is currently 0.08% of Taxable wage up to $34,400 which rises to $131,200 effective July 1, 2020. Many higher paid employees will be affected by this change, as will the employers cost to replace them while on leave. Expect the cost to rise to around .20% Taxable wage with the doubling of the benefit period to 12 weeks.

    New Jersey TDI Benefits (or TDB) program will be changing effective July 1, 2020. The benefit increase will be from 66 2/3 of Salary to $650 per week to 85% of Salary to $850 per week. The Covered Salary will rise from $34,400 to $131,200. The change will create a minimum rise in these costs by 50% on July 1, 2020. As part of that increase, the minimum wage will be raising the cost 24% as the current minimum wage will rise from $8.85 to $11/hour in January 2020. Staffing companies will need to increase their costs to their customers by at least 24% due to the minimum wage increase. Add on a minimum of 20% for the increase from 66 2/3 to 85%- more likely around a 30% increase in cost. The increase in volume for employees paid more than $34,400 up to $131,200 will also be substantial for higher paid employees or Temps. This will need to be calculated by each firm on an individual basis. We will find out more in September or October when the state announces the new employee rate charge for TDI about who is exactly paying for the cost of the rise in benefits. It is currently .17% Taxable wage.

    Unpaid Leave Programs

    The unpaid leaves are other costs that will be borne by employers in New Jersey.

    Federal Medical Family Leave- FMLA which can be given up to 12 weeks in a 12 month period. Jobs are protected, and intermittent leave is allowed. Eligibility 1250 hours, earned hours do not need to be consecutive.

    New Jersey Family Leave Act- NJ FLA which need to be offered as 12 weeks in a 24 month period. Eligibility 1,000 hours earned.

    New Jersey Safe Act - The Safe Act needs to be offered for 20 Days in a 12 month period. Eligibility 1,000 hours earned. For Domestic/Sexual Violence.

    The eligibility for these many leaves has to be handled by each employer on an individual basis. The difficult part is how the unpaid leave works with the paid leave and how long a job can be held under each program and combined paid and unpaid leave programs. All paperwork needs to be handled properly by each employer to protect them from Legal Liability. All employers will need help managing the paperwork required to offer these benefits to employees.

    The expectation is that more employees will take advantage of these plans being offered for the following reasons:

    1. The higher weekly benefit levels for BOTH Family Leave and Temporary Disability Programs.
    2. The increase to 12 weeks from 6 in the number of weeks available under the Family Leave Program and TDI program increases lost time costs.
    3. There will be an increased number of situations which will need which to be dealt with about who will qualify for the Family Leave Program(FLI).

    These additional benefits will cause employees to have little of no incentive to come back to work. A return to work program should be offered to help combat these extra cost drivers.

    A combination of increased awareness, more attractive weekly benefit levels, and increased number of weeks available will encourage more employees to utilize these benefits in the years ahead. Staffing Firms will need to calculate, manage and understand all of these programs to keep themselves in Compliance. The use of an HR Management program can be a large help to customers along with an organized program set up to effectively manage these issues.

    Two River Benefits has developed such a program to make your life easier.

    In addition...

    State IRA Program- On March 28,2019 Governor Murphy passed a law requiring all employers with 25 or more employees to offer an IRA to all employees over age 18 who have worked for 90 days. All employers are required automatically enroll their employees into the program for 3% of their pay. The employees can opt out. Money will be collected by the state in their program. We expect this will go into force around January 2021. There are penalties enforced by the state for employers who do not offer this coverage after 2 years.

    Employers who offer a 401k or similar type plans will not be required to offer the State IRA program. There were no stipulations in the law as to how the 401k plans will need to be adjusted to comply with the law, and who will have jurisdiction over the IRA benefit- The State of New Jersey, The State of New Jersey Banking and Insurance regulators, or FINRA (the old SEC)- Stay tuned- that should be interesting. There will be more to come as to how the legislation will be implemented in the next year or so.

    Two River Benefits is developing a program to deal with this also.

    Click here to download the article as a Word Document.

  • Thursday, May 30, 2019 4:00 PM | Denise Downing (Administrator)

    Submitted by Peckar & Abramson, P.C.

    The Social Security Administration has resumed the issuance of “No-Match” letters to employers, creating a murky set of obligations to avoid fines or penalties in the event of a Homeland Security Investigations (“HSI”) audit, sometimes called a Form I-9 or worksite enforcement audit. Employers who receive “No-Match” letters should act swiftly and deliberately, not only to avoid the consequences of a finding that they knowingly employ unauthorized workers, but also to make sure that they do not run afoul of anti-discrimination laws.

    It’s no secret that the Trump Administration has made employment eligibility verification a major priority. In Fiscal Year 2018 (“FY2018”), Homeland Security Investigations (“HSI") conducted 6,848 worksite investigations (up from 1,691 in FY2017) and initiated 5,981 Form I-9 audits (compared to 1,360 in FY2017). While the “No-Match” letters are delivered by the Social Security Administration (“SSA”), they may be part of a larger administration crackdown on unauthorized employment. To wit, investigators will often request “No-Match” letters when conducting a worksite investigation, and the action (or inaction) of an employer may be relevant in assessing fines and penalties.

    Employer Correction Request Notices, commonly referred to as “Social Security No-Match Letters,” are not new. The process began in the early 1990s to notify employers that the SSA was unable to post earnings for some of their workers due to a mismatch. “No-Match” letters were typically sent to employers who had submitted a name and social security number on a wage and tax statement that did not match the SSA’s records. In 2006, the Bush administration decided that these discrepancies could assist in combating unauthorized employment. It issued regulations setting forth specific procedures to follow after the receipt of a “No-Match” letter. Employers who followed the guidelines would be given safe harbor, and those who didn’t risked a finding that they had “constructive knowledge” of illegal employment. However, before the regulations went into effect, they were challenged and enjoined in federal court. In 2012, the Obama administration rescinded the regulations and suspended all communication to employers regarding data mismatches. Many consider the Trump administration’s resumption of this program to correspond with its increased worksite investigations and enforcement.

    With a lack of clear guidance surrounding the “No-Match” letters,” employers are in a difficult position. If they ignore them, they risk potentially adverse consequences when being audited or investigated. If they take adverse employment actions against an employee who hasn’t been given sufficient time to resolve the discrepancy, they risk a discrimination charge from the employee. Some employees, even when given a reasonable period of time to address the issue, will be unable to adequately correct or explain the discrepancy. How does an employer navigate this quagmire?

    The U.S. Department of Justice has provided guidance on certain “Dos and Don’ts here. At the outset, it should be noted that there are a number of reasons why a “no match” can occur. For instance, mismatches can arise due to clerical or administrative errors, an unreported name change, confusion regarding multiple last names or the inconsistent use of hyphenation, among other reasons. A mismatch between an employee’s name and social security number does not necessarily mean that employee lacks a work authorization, and the government cautions that employers should not use the “No-Match” letter alone to make adverse employment decisions such as suspension or termination.

    For each “No-Match” situation, the employee should be given notice of the issue and a reasonable amount of time to rectify the discrepancy. There is no set time period for what is considered reasonable, but the employer should check in consistently with the employee to make sure that he or she is taking steps toward resolution. If the inconsistency cannot be resolved, then the employer has some difficult decisions to make. Those cases will require careful and thoughtful consideration of the various pitfalls, and the advice of competent legal counsel is essential to avoiding liability.

    In sum, an employer that fails to address a “No-Match” letter in any way, and fails to follow up with an employee, could face a finding by federal investigators that it had constructive knowledge that it was employing unauthorized workers. In any Form I-9 audit, investigators will specifically look for evidence as to how an employer dealt with such notices. On the flip side, an employer cannot react to such a “No-Match” letter by simply terminating an employee, as it could face a claim of discrimination.

    P&A’s Employment and Labor Department is fully capable of addressing these issues both from the immigration law side as well as the employment side.

    Click here to download the article as a Word Document.

  • Monday, May 20, 2019 9:13 AM | Denise Downing (Administrator)

    Submitted by Haley Marketing

    Talent shortages. Shrinking margins. Diminishing employee loyalty. Minimum wage hikes.

    If your staffng company is like most, pressures like these are squeezing you from all sides.

    How Can You Be Productive and Proftable in a Market Like This?

    1. Flip your perspective

    Instead of a talent-scarcity mindset, identify where the talent is and pivot your recruiting tactics to find those people.  With record-low unemployment, your best potential hires probably already have jobs. Identify your target candidates’ pain points and develop your messaging to attract them. What are your key differentiators? What actually makes working with you different. What’s in it for them (e.g., higher pay, better work environment, benefits, career growth opportunities)?

    2. Plug your leaks

    Develop a “non-leaky” candidate experience.

    You can’t afford (literally) to lose qualified applicants! You are competing with TONS of other companies vying for their attention. You’ve paid in time and money to get them to your website to possibly apply. Once they’ve applied, make sure you have a defined process for staying in touch with that applicant with several touch points along the way.

    Share a blog. Send them a helpful eBook. Send a list of places to go to lunch close to the business; the closest bus routes. ANYTHING to show them you value their attention. Continue to do this throughout their assignment (temp or contract), so you can easily retain them for the next opportunity.

    3. Market effectively

    Did you notice that Indeed just cut your organic jobs off from appearing on their site? Yikes! Gone are the days of being able to rely solely on organic traffc to your jobs. After making sure your website and job board are primed and optimized for organic search, develop a multistream distribution approach to get your jobs in front of both active AND passive job seekers. Here are a few ideas:

    • Publish Facebook Jobs
    • Share jobs to Facebook and LinkedIn job-search groups
    • Send out hot-job emails to your ATS list on a regular basis (even to people who worked for you years ago)
    • Publish regular blogs that are SEO optimized to increase your organic search presence on search engines like Google, Bing and Yahoo
    • Run Remarketing Ads to people who visit your site (just like those Amazon ads that follow you everywhere)
    As you test certain tactics, always keep in mind your larger goals for recruiting and sales, to make sure your marketing activities lead to better ROI for those goals.

    4. Create a Candidate-Focused Application Process

    So, you’ve spent lots of money to get people to your site through social media, word-of-mouth, Google ads and job fairs, and someone clicks on your APPLY NOW button. What kind of application are they faced with? Is it huge? Do they have to create a login and password? Are there multiple pages they must complete just to show they are potentially interested in a job?

    If your career-site application requires someone to enter their social security number, remove that field immediately!  This is one of several items that instantly make someone leery to fill out an application. Here are a few ways you can make sure your application is user-friendly and gives you a chance to pull in better applicants:

    • Shorten the initial application to name, email and phone number (you get two ways to reach out).
    • If you need a resume, consider this the second touch point, not the first.
    • Choose a job board with Easy-Apply options like Apply with Facebook/LinkedIn, Indeed/Twitter/Amazon. This literally allows the person to apply in SECONDS!
    • Make sure your jobs and job board are formatted for Google Jobs and technically able to find them.
    • Make sure your application is mobile first (not just mobile friendly). If you look at your website traffic on Google analytics, you will likely see close to 50% of your traffic coming from phones and tablets (if not more). Make sure your application can be filled out on a phone just as easily as on a computer.
    • Don’t post vague job descriptions. If a site visitor can’t figure out what the job entails in the first few lines, they won’t apply. Make sure to communicate what’s in it for them (WIIFT)!
    Get out of the squeeze!
    If you’re feeling the squeeze right now, there are ways to reach the right candidates and generate sales leads. Take the time to reevaluate your processes and let data drive your decisions. 

    If you’re looking for data on what’s working and what’s not, reach out to us at Haley Marketing Group. We practice what we preach. Our marketing best practices are tried and true, and we are always looking at data and new tactics to help our clients reach exactly who they want to.

    Click here to download the article as a PDF.

  • Friday, May 10, 2019 9:15 AM | Denise Downing (Administrator)

    Submitted by Assurance

    A large deductible plan provides the same workers’ compensation insurance coverage as a guaranteed cost insurance plan. In fact, a deductible option is a guaranteed cost insurance plan with the addition of a special deductible endorsement. A deductible program is designed for large employers that have the capacity to self-insure part of their workers’ compensation losses. The size of deductibles for these plans generally range from $100,000 to $1,000,000 per occurrence.

    Why would I want a large deductible plan?

    In short: a possible reduction in premium! You take a calculated risk that your loss control and claims management efforts are going to meet or exceed your historical loss experience and outperform similar companies in your industry. The expectation is that the insurance premium saved by choosing a higher deductible will exceed that of the claims costs in a given policy year.  With this in mind, a company should develop annual operating budgets that project the direct and allocated costs of its expected claims, including excess insurance. Other advantages of a large deductible workers’ comp plan include:

    • Significant cash flow advantage over most other fully insured or alternative risk programs
    • Increased market availability or number of carriers willing to underwrite staffing
    • Increased incentive for implementing loss control programs
    • Increased incentive for implementing return to work programs
    • Advantages of self-insurance without having to obtain regulatory approval or high start-up costs
    • Easy access and exit
    • Possible tax savings
    What are the disadvantages?
    • Financial security required
    • Years of deductible policies may aggregate collateral to the point it can deplete line of credit availability
    • Unpredictable timing of claim reimbursements
    • Risk of large, unpredictable losses, especially if no aggregate deductible applies
    If structured and monitored correctly, a large deducible program can provide greater control, the possibility of reduced long-term total costs and a significant competitive market advantage over your competitors. Want to see if this plan is right for you? Contact me today.

    Click here to download the article as a PDF.

    Kurt Murray is a Principal at Assurance who focuses on mid-sized companies in the staffing industry. With over 20 years of experience, his primary responsibility is to provide cost-effective solutions and develop insurance programs that are individualized to a company’s specific needs. Kurt graduated from Northern Illinois University with a Bachelor of Science degree in Finance. He’s been a presenter at numerous staffing industry events and conferences, including TempNet, American Staffing Association, New Jersey Staffing Association and Staffing Services Association of Illinois

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