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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.

  • Wednesday, December 30, 2020 11:16 AM | Denise Downing (Administrator)

    Submitted by Withum

    On Monday, December 21, 2020, Congress released the version of the Consolidated Appropriations Act, 2021 (“CAA” or the “Act”) that was passed and sent to President Trump. Nearly five days after signaling to Congress that the bill needed more direct aid to the American people, President Trump signed it into law on December 27, 2020. The Act is extremely comprehensive, containing more than 5,500 pages, and includes government appropriations provisions and the long-awaited stimulus package.

    Click here to read the full article.

  • Wednesday, December 30, 2020 11:15 AM | Denise Downing (Administrator)

     Submitted  by Becker LLC

    December 17, 2020: Michael Bartels, Chief Development Officer of Becker LLC, interviewed fellow Industry Partner Tony D’Amicantonio, Vice President & Staffing Practice Leader of Odell Studner, discussing the hot topics Tony has consulted with his Staffing Clients about during the Pandemic and looking forward to 2021.

    Click here to download the article.

  • Wednesday, December 30, 2020 11:13 AM | Denise Downing (Administrator)

    Submitted by Avionte

    As an end-to-end software solution for staffing and recruiting firms, Avionté aims to be a resource for your needs from front- to back-office processes. As year end reporting season approaches, here are some 2020 tax form updates to two major forms of which firms across the US and Canada should be aware.

    1095-C Updates for Employers providing ICHRAs

    In 2020, employers had a new option for providing health care to their employees: Individual Coverage Health Reimbursement Arrangements (ICHRAs). If you provided an ICHRA to employees, take note of these new instructions for the 1095-C.

    2020 Instructions for Form 1095-C

    Under the ACA, large employers are required to offer ACA-compliant coverage to their full-time employees or pay an employer shared responsibility payment penalty to the IRS. This requirement is commonly known as the employer mandate. Large employers are those with an average of at least 50 full-time employees (including full-time equivalent employees) in the prior calendar year. The employer’s health coverage is ACA-compliant if it meets minimum essential coverage, minimum value and affordability requirements.

    The federal agencies have determined that ICHRAs meet the minimum essential coverage requirement and will meet the minimum value requirement if the ICHRA is affordable. In general, affordability is based on (1) an employee’s compensation, (2) the amount the employer contributes to the ICHRA, and (3) the premium for the lowest-cost silver health plan available to the employee on the Exchange taking into account the employee’s age and location (residence or primary worksite). The federal government has developed a tool employers can use to determine the lowest-cost silver plans in states using the federal Exchange. Consequently, a large employer may be able to meet the employer mandate by offering its employees an ICHRA rather than a traditional group health insurance plan.

    Tax Form Updates for Employers providing ICHRAs

    Age: If the employee was offered an individual coverage HRA, enter the employee’s age on January 1, 2020. Note that for non-calendar year plans or for employees who become eligible during the plan year, this age may not be the Applicable age used to determine Employee Required Contribution.

    Line 14: Codes 1L through 1S are available to indicate the affordability of ICHRAs offered by employers. They should be used under the following circumstances:

    • 1L: If an ICHRA is offered to employees only and affordability is determined by a ZIP Code, which identifies an employee’s primary residence
    • 1M: If an ICHRA is offered to employees and dependent(s) (not spouse) and affordability is determined by a ZIP Code, which identifies an employee’s primary residence
    • 1N: If an ICHRA is offered to employees, spouses, and dependent(s) and affordability is determined by a ZIP Code, which identifies an employee’s primary residence
    • 1O: If an ICHRA is offered to employees and affordability safe harbor is determined by the ZIP Code of the employment site
    • 1P: If an ICHRA is offered to employees and dependent(s) (not spouse) and affordability safe harbor is determined by the ZIP Code of the employment site
    • 1Q: If an ICHRA is offered to employees, spouses, and dependent(s) (not spouse) and affordability safe harbor is determined by the ZIP Code of the employment site
    • 1R: If an ICHRA is not affordable and is offered to employees; employees and spouses or dependent(s), or employees, spouses, and dependents
    • 1S: If an ICHRA was offered to a worker who isn’t a full-time employee

    Line 17: If the ALE Member used code 1L, 1M, 1N, 1O, 1P, or 1Q because it offered the employee an individual coverage HRA, enter the appropriate ZIP code used for identifying the lowest cost silver plan used to calculate the Employee Required Contribution in line 15. This will be the ZIP code of the employee’s residence (code 1L, 1M, or 1N) or the ZIP code of the employee’s primary site of employment if the ALE Member uses the work location safe harbor (code 1O, 1P, or 1Q)

    T4 CEWS Data Requirement Updates for All Canadian Employers

    For the 2020 tax year, the Canada Revenue Agency (CRA) will be introducing additional reporting for the T4 slip, Statement of Remuneration Paid. Additional reporting requirements will apply to all employers, and will help the CRA validate payments under the Canada Emergency Wage Subsidy (CEWS), the Canada Emergency Response Benefit (CERB), and the Canada Emergency Student Benefit (CESB).

    How to report employment income during COVID-19 pay periods

    For the tax year 2020, in addition to reporting employment income in Box 14 or Code 71, you will use new “other information” codes when reporting employment income and retroactive payments in the following periods:

    • Code 57: Employment income – March 15 to May 9
    • Code 58: Employment income – May 10 to July 4
    • Code 59: Employment income – July 5 to August 29
    • Code 60: Employment income – August 30 to September 26

    Eligibility criteria for the CERB, CEWS, and CESB is based on employment income for a defined period. The new requirement means employers should report income and any retroactive payments made during these periods.

    COVID-19 & Year-End Resources

    Refer to the Avionté Knowledge Base for our library of resources of updated information regarding COVID-19 & Year-End reporting. Also, each Monday the Compliance – Tip of the Week is sent to clients whom have signed up for the newsletter. Sign-up here for weekly Compliance updates – Tip of the Week Newsletter

    For more information, and before acting on any information contained within this article, Avionté recommends consulting with your legal counsel. This information should not be construed as, and does not constitute, legal advice.


  • Wednesday, December 30, 2020 11:12 AM | Denise Downing (Administrator)

    Submitted by TempWorks Software

    Among the many new turns of phrase that have come with the advent of the smartphone, the term “ghosting” is one of the most popular. People use the word to describe the act of someone who suddenly cuts off all contact with another person without any explanation. Ghosting is an easy thing to do, especially if one’s only mode of communication with the other party is through email or text.

    Given the prevalence of virtual communication in light of the pandemic, ghosting has become more common—and in the staffing industry, it can wreak havoc. Recruiters trying to fill already difficult job orders often deal with no-show interviews or candidates who don’t show up on their first day of work.

    How can the staffing industry work around ghosting? The first step is acknowledging that ghosting isn’t going anywhere anytime soon, and the second is to develop a strategy that helps agencies work around the ghosting problem.

    Make It Easy

    The number one reason people ghost is that it’s easy to do. Candidates don’t have to write a two weeks’ notice to avoid their first day of work. They can simply not go and break off all contact with the agency. Another reason ghosting effects the staffing industry is that some processes (such as applications, summoning the energy to show up for an interview, etc.) are, in this mobile-efficient day an age, too complicated. Thus, one of the major ways an agency can avoid ghosting is by making their applications and interview processes simple to accomplish. This means using the world’s reliance on digital communication to one’s advantage. When a recruiter calls a candidate to schedule an interview, the convenience and ease of virtual interviews makes it possible to schedule one within the hour, much faster than scheduling an in-person interview days in advance.

    In the same vein, making applications fillable from mobile devices ensure candidates can send applications at their own convenience. This in turn makes candidates more likely to apply for jobs (helpful for recruiters who are struggling to fill certain job orders) and reduces the chance of them giving up halfway through the process.

    Ghosting is likely to remain a problem while we rely on digital ways of connecting with one another. But by leveraging technology properly, staffing agencies can get creative about how they connect with candidates, and in turn reduce the amount of ghosting.


  • Wednesday, December 30, 2020 11:11 AM | Denise Downing (Administrator)

    Submitted by Haley Marketing

    For most of us, it'll be easy to wave goodbye to 2020 – and say hello to a new year. But in the staffing industry, it can be tough to decide if you should also be looking into a new website in 2021.

    More clients and candidates will visit your website in one year than you will talk to in a lifetime. It's your director of first impressions and likely your biggest source of both sales leads and qualified applicants. And given the pace of change, a staffing website has a shorter shelf life than you might realize.

    So, is your website performing as it should? Could it use a quick update? Or is it time for a complete overhaul? If you're on the fence, here are three simple ways to decide:

    3 Ways to Tell if You Need a New Website

    1) Does It Work?

    When you enter your URL, what do you see? Your website should:

    • Load in three seconds or less
    • Be easy to navigate
    • Include clear and bold CTAs (call to actions)
    • Use forms that go to an email address of a person who will take action
    • Have an easy-to-use application so job seekers can quickly apply on any device

    2) Is It Accurate?

    As you read your website, does it have the following?

    • Your correct phone number
    • An up-to-date address
    • The right services you provide
    • The accurate specialties you offer
    • Your current employees

    3) Is It Optimized for Mobile?

    If you pull up your website on your phone:

    • Is it easy to read without having to pinch and zoom?
    • The mobile version should have streamlined copy, be designed for a smaller screen size, and not be the desktop version squeezed down to the phone’s size.
    • Is your career portal also optimized for mobile? Today's job seekers demand a great mobile job-search experience.

    If you're ready for a new website in 2021, Haley Marketing is ready to help. Check out our work here, or contact a marketing educator today.


  • Monday, November 30, 2020 10:49 AM | Denise Downing (Administrator)

    Submitted by Avionte

    There are many reasons staffing firms should offer a paycard, including great benefits for both your firm and your employees. While there are many important things to consider when choosing a paycard provider for your staffing agency, one of the most exciting options is to offer a paycard with a loyalty program. Today, we are sharing how a staffing paycard loyalty program can drive positive behaviors in your temporary workforce, while simultaneously benefitting both your bottom line and your clients’!

    1. Increases Employee Retention

    Did you know that US employers spend $2.9M per day looking for replacement workers? That’s $1.1B per year. Ouch! A loyalty program serves as a differentiator between you and your competitors. Talent are more likely to work with your firm if they receive added benefits. A loyalty program rewards positive workplace behaviors and gives added bonuses to your best employees. Therefore, the best employees receive the most rewards, increasing retention of your top talent.

    2. Reduces Absenteeism

    Each year, workers in the U.S. miss more than half a billion workdays. Productivity losses linked to absenteeism cost employers $225.8 billion annually in the United States! Reducing your turnover rates by improving attendance makes a material difference in your cost to backfill and your client’s cost of vacancy. Not to mention, it reduces the headache and chaos of finding last-minute backfills. With a staffing paycard loyalty program, you can incentivize your employees for low absenteeism, therefore improving your bottom line.

    3. Improves Safety

    The average cost of a workers’ comp claim today is $40,000. Blue-collar temporary work in factories, warehouses and construction sites have become one of the most hazardous categories of jobs in the nation. This makes light industrial staffing firms highly susceptible to high workers’ comp costs. However, you can help reduce the workers’ comp claim costs by inspiring increased safety on job sites. A paycard loyalty program can reward your workers for safe behaviors, ultimately improving your bottom line.

    4. Raises Referrals

    Did you know that after two years, retention of referred employees is 45% compared to 20% from job boards? Referred candidates are 55% faster to hire, compared with employees sourced through career sites? Hiring and onboarding are time-consuming and, therefore, costly. Reducing these costs through referrals is a great way to benefit your bottom line. With a loyalty program, you can reward your workers for referrals and hire new employees faster.

    Paycards with a Loyalty Program

    While there is an abundance of paycard options on the market, there is only one paycard that was designed exclusively for the staffing industry and offers an incentive program. In addition to the great benefits of a standard paycard, Avionté’s CHANGE card and its Loyalty Program are designed to service staffing firms in ways specific to their needs.

    With the CHANGE Loyalty Program, your firm can reward employees with points for positive behaviors, such as perfect attendance, referring friends and family, and working accident-free. Employees then redeem their points for cash or gift cards from over 75 top merchants – including Amazon, Home Depot, local restaurants and more! The CHANGE Loyalty program helps retain your best employees and greatly impacts your firm’s bottom line.

    Are you ready to CHANGE? Request a demo with a member of our team.


  • Monday, November 30, 2020 10:47 AM | Denise Downing (Administrator)

    Submitted by David Searns with Haley Marketing

    Confession: I've had enough of this year.

    Enough of the news. Enough of social media. Enough negativity in our lives.

    I think this year has pushed all of us to our limits. Coronavirus. Lockdowns. Record unemployment. A global recession. Fires. Floods. Oh yeah, and it's an election year.

    My biggest hope for 2020...

    is that none of us ever see another one like it!

    But we're here now. While we can't change reality, we can absolutely change how we see things and how we deal with challenge. As Sir Winston Churchill famously said, "Never let a good crisis go to waste."

    If you are in staffing or recruiting, the challenge you face is creating more certainty. Certainty in sales. Certainty in recruiting. And most importantly, certainty in your cash flow.

    You need to build a sales and recruiting engine that powers your company, enables your salespeople and recruiters to achieve greater results (without incessant cold calling), and strengthens your business so you thrive in the months and years to come.

    Not sure where to start? This free eBook, "Creating Certainty in Uncertain Times," will walk you through the entire process! The first step in building your sales and recruiting engine is:

    Defining your positioning

    Where are you the best in the world? In the book Good to Great, Jim Collins defines a concept he calls the "hedgehog principle," which is a convergence of three things.

    If you ask most staffing company owners what makes them different, you'll often hear some variation of "it's our service," or "our relationships," or "how much we care about our clients and candidates."

    While these are all great values, they don't create differentiation. They don't position you to stand out. To really define your positioning, you need to apply Jim Collins' model.

    What are you deeply passionate about?

    Why did you get into staffing? Is it about the kinds of people you place? The types of clients you serve? A commitment to helping people advance their careers?

    A staffing company built around a passionate belief will be much stronger than one built around a general goal of providing better service.

    Where are you (or can you be) the best in the world?

    What types of people are you good at recruiting? What industries or job functions do you really understand? What unique skills, experience or technology does your company possess? In what locations are you strongest? Or with what size clients or types of staffing buyers?

    The idea is to define a very specific market segment or service offering where you can consistently outperform every other staffing and recruiting company on the planet.

    What is your economic engine?

    What is the value you offer that people will pay you to deliver? Is it traditional "temp help" or "direct hire recruiting" where you are paid a premium (or fee) for providing talented people that companies cannot find on their own? Are you paid for the convenience you offer? The result you deliver? In staffing the economic engine is most often thought to be "we provide people to do work." But could your value be more than this? Are there better ways to deliver...and get paid for the value you can offer?

    Positioning is about defining your turf...carving out a segment of the staffing market that you truly own. This can be based on the types of people you place, kinds of clients you service, where you offer your services, or how you provide service delivery.

    With positioning, think of a pie. That pie represents all staffing and recruiting services (or bigger picture, all workforce management solutions). Your positioning represents the slice of the pie that you own. The idea is to pick a slice (your hedgehog) that you truly own and one that is large enough to allow you to accomplish your business goals.

    To learn the next steps in creating a more certain (and bright) future for your firm, download "Creating Certainty in Uncertain Times," or connect with a marketing educator today.


  • Monday, November 30, 2020 10:45 AM | Denise Downing (Administrator)

    Submitted by TempWorks

    Staffing agencies across the nation have been forced to get creative about how they run their businesses. The pandemic has had a broad range of effects on the staffing industry, hitting some sectors hard while others are seeing huge spikes in business. Few agencies have implemented identical changes to their workforce, but nearly all have experienced an increasing reliance on virtual solutions.

    Pandemic Changes to the Office

    To comply with social distancing requirements, businesses have reimagined the workspace. In smaller organizations where COVID-19 could be easily spread, office employees have shifted entirely home, with only a few going into the office for administrative needs. Some of these companies were unwittingly prepared for such a scenario and relied on TempWorks Software’s HRCenter for their remote hiring, onboarding, and payroll needs.

    Some agencies have opted for a happy middle between a completely remote workforce and one that remains office based. These agencies have closed their buildings to the public, requiring candidates to fill out applications online and conduct interviews virtually. Agency employees, however, still go to the office for work, maintaining a six-foot distance from each other and wearing masks in communal spaces.

    On the other end of the spectrum, many staffing agencies still allow candidates to come in and fill out applications in-person. These candidates are checked for temperature and asked to sign COVID-19 waivers before entering the buildings.

    Pandemic Changes to Technology

    It goes without saying that technology and virtual solutions have helped the staffing industry survive from the start of COVID-19. Some agencies have even found their virtual strategies so successful that they intend to keep on using them even after the pandemic passes.

    Virtual changes have been especially successful for agencies who have switched to remote interviews. Thanks to TempWorks Software’s HRCenter, candidates can easily fill applications from home and are only a phone call away for a video interview. Recruiters often find video interviews easier to stage and that candidates are much more likely to attend them. Before the pandemic, when in-person interviews were still the order of the day, recruiters often had to schedule their interviews days in advance. And when the time of the interview came, it was often a no-show. In contrast, virtual interviews allow recruiters to call candidates and schedule a phone or a video interview within as little as an hour, lessening the chances of no-show appointments.

    The staffing industry has struggled through the pandemic, but agencies’ creative solutions in the face of dozens of restrictions have brought some great innovations to their businesses. Many will find that such innovation will not only carry them through the current global crisis, but also better prepare them for success in the future.


  • Monday, November 30, 2020 10:42 AM | Denise Downing (Administrator)

    Submitted by Two River Benefits Consultants, LLC

    The common cold, flu and COVID-19 are all caused by viruses that affect your respiratory system,

    and all three illnesses share some symptoms. This makes it difficult to know what you may be sick with when you’re feeling under the weather. Because there is some overlap between the symptoms it may be difficult to determine which you may have. If you believe you have the flu or Covid-19, please call your doctor and explain your symptoms before going to a facility.

    Learn more about the similarities and differences between the three illnesses below.

    Click here to download the article in PDF format.

  • Monday, November 30, 2020 10:38 AM | Denise Downing (Administrator)

    Submitted by Edward J. Sadowski, CPA, MST with Withum

    On January 13, 2020, Governor Phil Murphy signed into law Senate Bill 3246 (S. 3246 or bill) establishing the "business alternative income tax" (BAIT), an elective New Jersey business tax regime for pass-through entities (PTEs). Staffing firms are left wondering if electing to pay the BAIT is the right choice. Here we summarize how the NJ BAIT works, as well as its pros and cons for companies in the industry.

    The new law allows pass-through entities such as S corporations and LLCs to elect to pay NJ income tax at the entity level, as a business tax, and to pass through a net amount of Federal taxable income to the owners of the business along with a gross amount of NJ taxable income a NJ tax credit to prevent double taxation in NJ. By passing through a gross amount of NJ taxable income and a credit, the owner is not required to separately pay NJ income tax that could be subject to the SALT limit. Absent this election, the business would pass through a gross amount of Federal and NJ taxable income to the owner, the owner would pay NJ income tax, and the owner’s tax payment would be subject to the SALT limit. The BAIT applies to PTE tax years beginning on or after January 1, 2020. A detailed article regarding the BAIT tax and its mechanics can be found here. https://www.withum.com/resources/new-jersey-businesses-should-consider-salt-deduction-limitation/

    Below are some key considerations to take into accounting in determining whether your firm may want to elect to pay the BAIT:

    What makes the NJ BAIT election attractive to staffing firms?

    • The BAIT can be most advantageous where a significant portion of the receipts are sourced to New Jersey and the entity’s owners are New Jersey residents. In that case, the residents get a significant advantage with the entity claiming the federal tax deduction for state taxes paid. In this manner, a federal benefit is recognized for the NJ income tax paid rather than having the federal itemized deduction on Schedule A capped at $10,000. In addition, NJ residents partners/shareholders do not have to worry about whether they will be able to claim offsetting credits in home states other than New Jersey.
    • Partnerships, LLC’s and consenting New Jersey S-Corporations can make the BAIT election.
    • Single member LLC’s and sole proprietorships may not elect the BAIT.
    What aspects of the NJ BAIT election may be unattractive to staffing firms?

    • Non-resident credits: The partner or shareholder’s resident state, if not NJ, may not allow a resident credit on their individual returns for taxes paid at the entity level in New Jersey.

    • Cash flow: Duplicate BAIT estimated payments are required as are non-resident withholding payments.

    • Cash basis taxpayers must make BAIT payments by year-end to get the federal tax deduction.

    • S-Corporation revenue sourcing methodology for those who elect BAIT may be Cost of Performance as opposed to market sourcing.

    The IRS recently released Notice 2020-75. In the Notice, the IRS has announced that it intends to issue proposed regs to clarify that State and local income taxes imposed on and paid by a partnership or an S corporation on its income are allowed as a deduction by the partnership or S corporation in computing its non-separately stated taxable income or loss for the taxable year of payment. For more information on the impact of this on NJ BAIT, see Withum’s recent update.

    Business owners should keep in mind that the election to pay tax at the entity-level is subject to the facts and circumstances of each business. It should also be noted that the results of the presidential election could make BAIT moot if the SALT cap of $10,000 were to be reversed at some point in the future.

    Withum can discuss and help you analyze if the BAIT election makes sense for your business. It is important for businesses to consider any planning in respect to the BAIT election for their 2020 tax returns.


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