"Help Us Help Others" (January)
In tough economic times, non-profit organizations have difficulty raising donations. We would like to help your favorite charities during their time of need. As a result, we'll contribute $500 to a charity for each new client company we gain. Click the link above to find out more.
"Business as Usual . . . Even in a Down Economy" (February)
No matter the state of the economy - whether in recession or recovery - there are still issues that all companies need to address. Guest writer Debbie Fledderjohann of Top Echelon Contracting, Inc., discusses these issues, as well as the integral role that contract staffing plays in resolving them.
"The 'Common Hiring Mistakes Series'" (March)
In this issue, we introduced a new series of articles, the brainchild of a group of national recruiters (Consortium 6) responsible for the content presented in our newsletter. This new series is aimed at identifying the most common hiring mistakes and explaining exactly how to avoid them.
"The Unrealistic Job Description" (April)
You've determined that you have an opening. Now it's time to make a good, solid hire. Wait! Don't forget this step - the job description, the realistic job description. Not only should the job description be updated before the search is started, but it should also be realistic to the position's current expectations, requirements, tasks, and projects.
"Hiring a Skill Set Rather Than a Record of Success" (May)
If you need an oil change, you don't need to engage someone with a great track record in auto mechanics. You simply need someone with the core skills, the tools, and enough experience to get the job done. When you recruit to fill a position on your team, should you be concentrating on the skill set or the character, history of success, passion, and desire for this particular role?
"Neglecting to Sell the Job and the Opportunity" (June)
There are some rules that should never be broken, regardless of the situation or circumstances . . . and not adequately selling the job or opportunity to a candidate is one of them. Even during good economic times, companies often fail to sell their opportunity to those who have already shown interest.
"The Never-Ending Interview Process" (July)
You've decided to bring on a new person, written a realistic job description, determined the qualities you want in this person, and put together a great sales presentation to attract them. So what's next? Just do it! Dragging out the interview process can greatly hinder a company's hiring efforts and its ability to attract the best candidates available.
"Ineffective Employee Orientation" (August)
The price for hiring new employees continues to rise every month. As a result, once the right candidate is found and signed on, it is understandable that this person needs to be moved as quickly as possible from "new employee" status to contributing team member.
"Adding to Your Team on a Tight Budget" (September)
Operating in a recession doesn't mean you have to abandon your hiring strategy. It just means you must sharpen its focus and devise a workforce planning initiative that will allow you to leverage the resources you do have in order to finish important projects and accomplish stated goals.
"What's Your Strategy?" (October)
According to Newsweek and J.P. Morgan . . . "The Recession is Over." While the economic indicators may not necessarily agree with that assessment , now is the time to plan how you will travel the road through recovery, and who you will be taking with you on the trip.
"Proactive Ways in Increase Employee Satisfaction" (November)
In light of prevailing economic conditions, it's important to maintain good morale with your current team, not only for increased productivity, but also for greater rates of retention. The fact of the matter is that employees have become rather estranged from their employers in recent years. What can you do about it?
