PSG Releases Results of Quarterly HR Planning Survey

Professional Staffing Group surveys over 100 employers each quarter to gather information on their HR outlook and plans for hiring and HR expenditures.  Our October survey of Massachusetts employers revealed the following:

  • Staffing level expectations continue to moderate
  • While less robust, hiring expectations are still positive
  • Compensation increases slip slightly
  • Spending on HR-related items is expected to level off

Read all the results from this quarter’s survey here.

From Fox Business News – Full-Time Employment: A Thing of the Past?

This recent story from Fox Business News, Full-Time Employment: A Thing of the Past? underscores the popularity of temporary and contract employment in today’s economy. However, when it comes to health insurance benefits the article fails to mention that many temporary staffing agencies, including PSG, offer subsidized health insurance. Read more about PSG’s employee benefits here.

Aaron Green Named Chairman of the American Staffing Association Board of Directors

Congratulations to PSG President and Founder Aaron Green who was named Chairman of the 2012 American Staffing Association Board of Directors. The American Staffing Association is the voice of the U.S. staffing industry. ASA and its affiliated chapters advance the interests of staffing and recruiting firms of all sizes and across all sectors through legal and legislative advocacy, public relations, education, and the promotion of high standards of legal, ethical, and professional practices.

Massachusetts Unemployment Rate at Lowest Level since Early 2009

Massachusetts’ unemployment rate in September fell to 7.3%, its lowest level in nearly three years, according to the state’s Executive Office of Labor and Workforce Development.  The report notes that despite a loss of 2,300 jobs in September, key sectors of the economy, including education, healthcare and professional, scientific and business services, added jobs.

Read more here.

Ask A Recruiter: Preparing for an Interview

Q:  Do you have any advice on preparing for a job interview?

A:  The interview is a critical step in the hiring process. It’s a chance for the employer to meet you in person and gauge your personality and passion in a way they can’t do by reviewing a paper resume.

Here are several tips for preparing:

  • Take a hard look at the job description – ask yourself how well your skills match up with the job requirements and then practice talking about how you meet the requirements. Focus on the ones that may be a challenge for you so you will be prepared when they come up.
  • Research the company and the position – a recruiter, such as myself, will give you as much background as they can before the interview, and obviously you’ll look at the company’s web site for information from company press releases, the management team bios and other sections. You can also use the web to go beyond that and do more extensive research. Any large company will have lots of information on the web and will be represented in various ways on social networks (e.g. with official company presence on social networks and via individual staff members’ participation). If the company you’re interviewing with is publicly traded you can search by its ticker symbol to find out about the financial health of the company, its major stakeholders and what people are saying about its future prospects. However, keep in mind that information or comments on complaint boards or web sites may be tainted by their source, i.e. a disgruntled individual.
  • Recite your answers – it’s one thing to know your background, but another to be able to state it concisely and convincingly when someone asks you to tell them about it. I tell candidates to use stories and examples to make their statements come alive. Practice saying your answers out loud. Seriously.
  • Prepare your own questions – having questions prepared to ask the interview helps you get the most from your limited meeting time and shows that you’re interested in the position. I recommend preparing extra questions so you have lots of choices about what to ask depending on where the conversation goes. Make sure you write down the questions you want answered and don’t be afraid to ask the same question if you meet with multiple interviewers, especially if it’s a good question that you’ve put thought into.
  • Complete the application – most job applications are online and request standard information from the job seeker. Here’s the thing that most candidates don’t realize:  some companies use the application step as a “knock-out round” by which I mean that if they receive an application with typos or one that is not completely filled out, they will knock that candidate out of contention. So take this step seriously – the employer could be using it as a gauge to see how detail-oriented a candidate is.
  • Anticipate ‘standard’ interview questions – such as:

Why did you leave your most recent position?
I recommend finding a positive way to start your answer to this question, e.g. “It was a great three years,” or “I’ve learned a lot,” or “I’ve been exposed to some great people,” and then give one major reason for leaving, e.g. a better opportunity, more growth potential.  I suggest you leave out talking about the personalities of the people you worked with or the overall culture of the firm.

What is your current salary? What are your salary expectations/requirements?
Don’t get caught off guard with this question. Don’t be evasive when asked directly about your current salary: let the interviewer know what you make now and segment it by base and bonus, if applicable. You can be a little less direct with the second question, though; for example, I suggest letting the interviewer know that aligning with the right organization is most important to you and that you have a salary range in mind versus a specific number. There are some cues that will help you shape your answer – such as knowing why the interviewer is asking the question (e.g. is it to qualify you for the position or to begin negotiating with you?) and understanding what the salary ranges are for a variety of internal positions at the company. You can read my other suggestions for how to handle this question in my previous post.

Tell me about yourself.
The interviewer really wants to hear about your career experiences, not about your personal life timeline. Start with your education, talk about the jobs you’ve held since then – with more emphasis on the recent jobs, especially if you’ve been in the workforce for a long time – and sum up your skills and experience at the end.

What are your strengths/weaknesses?
When talking about your strength(s), your answer will be more convincing if you can provide an example of how an employer benefited from your skills. For example, “My strength is my ability to hit deadlines, which allows me to maintain my schedule of deliverables and in turn allows me to close the books within a four day period.”  When asked about your weakness, avoid a coy answer – i.e. don’t say “I work too hard” – but instead use this as a chance to explain how you’re working to overcome the weakness or mention your plan to learn new skills that will compensate for a weakness.

Where do you see yourself in five years?
This question helps the interviewer see whether you are committed to the job you’re interviewing for.  Answer it accordingly.  For example, you could say “I’m focused on this position but if you were to come to me in a few years with an opportunity to promote me and help me progress I would certainly be interested.”

And, finally, realize that what you say is often not as important as how you say it, according to this Washington Post article on the importance of body language during interviews.

 

About the Recruiter
greg-menzone-pic1Greg Menzone is a 10-year veteran of the staffing industry who has made hundreds of successful placements. Greg and the team he manages specialize in direct hire placement of accounting and finance professionals.

Ask A Recruiter: Performance Reviews

Q:  How can I make sure my next performance review goes well and I get a raise or promotion?

A:  You’re demonstrating initiative by asking this question and it’s important to be pro-active about performance reviews. Remember that no one cares about your career as much as you do.  It’s also typically the case that many managers see the performance review as added work to their already busy schedule.  Rather than leaving all the work in your manager’s hands, take some control of the process.

First, make sure you understand the standard review process at your firm, e.g. how often performance reviews are done, whether they always include salary reviews and the standard salary increase for good performance.  Then consider your situation, your goals, and what you hope to achieve through the performance review.  Before you sit down with your manager to discuss your performance, you’ll need to schedule the review, set expectations and prepare for the meeting.

Educate yourself about the market: are people in the same position equally compensated?  Know the value you bring to your organization. Try to get insight and broad perspective from your boss and others in organization.  But be realistic.  Some people have a tendency to look at their strong points and overlook negatives.

After you set up the review with your manager, you should spend time preparing for the meeting.  Many companies have standard forms to use for the review, but, again, I recommend being proactive.  Present proof of your performance and show off your accomplishments, especially when it comes to how you have differentiated yourself from your peers or how you benefited the company through your actions.  For instance, if you work in accounting or finance, think about processes that you may have streamlined, e.g. closed the books in 3 or 4 days instead of a week, or money that you may have saved the company money by shopping around for a more efficient vendor.  Focus on work you did during the review period that went above and beyond your job’s requirements.  If you feel your accomplishments merit an increase in compensation or another benefit, let your manager know about your goals ahead of the meeting as it will make the conversation more valuable during your review.

Finally, remember that your review isn’t a once-a-year event; it’s something you can work on throughout the year. You should leave each review with goals for the next review period.  It’s a good idea to reference these goals throughout the period.  Also, let your boss know of your accomplishments as they happen and call attention to your work (in a good way) throughout the year.  Perhaps you even put your goals/accomplishments into a calendar format, such as setting certain goals for the quarter or season and track your achievements.  For perspective on the annual review process, and how some companies are changing their performance review policies, take a look at this recent Wall Street Journal article.

 

About the Recruiter
greg-menzone-pic1
Greg Menzone is a 10-year veteran of the staffing industry who has made hundreds of successful placements. Greg and the team he manages specialize in direct hire placement of accounting and finance professionals.

 

 

 

Planning Tips for Staffing a Contingent Workforce

Reports on contingent staffing show that up to a quarter of jobs in many organizations are filled with contingent staff, and that nearly 90 percent of employers have either maintained or increased the size of their contingent workforce since September 2008, the beginning of the economic crisis.

Contingent staff includes a wide range of employee types, including:  temporary employees hired through an agency or directly by the employer, part-time employees, outsourced jobs and job functions, retirees who return to work, consultants, freelancers, independent contractors and on-call workers.

Why is contingent staffing an attractive workforce option right now?  In times of economic uncertainty many employers are wary of investing in full-time hires but see contingent staff as a way to mitigate risk. As I wrote previously, contingent staffing is also attractive because it offers employers flexibility (for bringing in skills only when needed), cost savings (by not carrying a worker’s salary during slow periods) and the opportunity to “try before you buy” with a new employee.

Whether you’re considering contingent staffing or already employing flexible staff, here are some tips for incorporating it effectively and determining the right mix for your organization:

Consider factors that impact contingent staffing – most often this means considering financial factors, such as salary, benefits, cost of training, and determining if it’s beneficial to have the same work done by contingent staff. Your ability to predict staffing needs 6 months or more into the future is also an indicator – if you don’t have certainty around your medium-term staffing needs, short-term contingent staff could be a good option. Other factors include the type of work involved and whether the talent pool for that type of work job is deep.

Ask yourself if this is the right time to bring on contingent staff – Are you gearing up for a big project, production cycle or seasonal demand? Do you need certain skills, but only for a finite time period? Do you want to make long-term staff increases, but prefer to take baby steps first?

Determine the right mix of contingent staffing for your firm – The “right” mix varies by industry, it varies by company, and it even varies over time for individual companies.  You should look at your particular circumstances and assess the right mix for your organization.

Consider the impact of contingent staffing on permanent hiring – Contingent staffing provides a great opportunity to try out people before you hire them permanently.  You may want to consider some level of contingent staffing as a recruiting source.

Ask a professional – it may make sense to bring in a workforce planning expert to help you determine the right staffing strategy, particularly if you don’t have many in-house HR resources or if you find there a great number of variables to consider in your planning process.

Employers have numerous options when it comes to contingent staffing and how to fit those options into their workforces. With smart utilization of contingent staffing, employers can better meet their product and service demands while mitigating certain financial risks relating to hiring permanent staff.

 

Aaron Green is founder and president of Boston-based Professional Staffing Group and PSG Global Solutions. He is also the Treasurer of the American Staffing Association. He can be reached at Aaron.Green@psgstaffing.com or (617) 250-1000.

Massachusetts unemployment drops again, to 7.4% in August

The Executive Office of Labor and Workforce Development reported today that the August total unemployment rate decreased to 7.4 percent, down from 7.6 percent in July, and remaining well below the national rate of 9.1 percent. The August unemployment rate is the state’s lowest monthly rate since February 2009.

However, after adding jobs to the economy in June and July, Massachusetts saw a decrease in the number of jobs reported in August.  Two-thirds of the jobs decrease for August is attributed to the Verizon workers strike that month.

Over the past year (August 2010 to August 2011),Massachusetts  jobs are up 48,000, for a growth rate of 1.5 percent. Massachusetts Private sector jobs are up 52,900, for a growth rate of 1.9 percent with gains in eight of the ten sectors.

Ask A Recruiter: Talking About Telecommuting

Q:  Is it OK to mention a preference for telecommuting when I’m interviewing?

A:  It depends on your situation and whether telecommuting is a preference, as you say, or a necessity.  The company’s culture and the nature of the work you’re interviewing for are also considerations.

For people who need a schedule where they can work from home, or for those who wouldn’t take a job unless it allowed telecommuting, I recommend bringing the subject up early in the interviewing process.

However, if telecommuting is more of a “want” than a “need”, you’ll want to be careful about how you ask the question and when you ask it.  In general, I recommend waiting until the interview process is further along and you have a better sense of the job, the company and whether there is a good match between you and the organization.

If you have highly in-demand skills then you can put the telecommuting benefit on the table for negotiation. When you do, try to put a positive spin on how your telecommuting would benefit the company, e.g. eliminating the commute would make you more productive, and explain how you plan to make it work — such as providing status reports.

If you don’t have high-demand skills and are interviewing for a position along with lots of other qualified candidates, it’s probably not beneficial to bring it up until you’ve worked in the position for awhile and earned the telecommuting benefit.

After 8 years of working at PSG, I started working from home when my first child was born, and I modify my work schedule to fit client needs or to fit personal commitments.  I’ve found it’s also important to have a backup plan in place in case company or client needs change and your telecommuting schedule has to be altered. A successful telecommuting arrangement must work both ways!

About the Recruiter
Laurie-F-photoLaurie Fiumara has 10+ years of experience in the staffing and recruiting industry. As a director and member of the management team at Professional Staffing Group (PSG), she oversees PSG’s major client relationships.

Boston employment market better than national average

Despite gloomy news and forecasts nationally about the jobs market, the jobs market in Boston is faring much better than the rest of the country.  An August Business Journals’ report of 100 major metropolitan job markets ranked Boston as the #1 metro for jobs and said, “Boston is one of just 13 markets that have more private-sector jobs now than five years ago. Its growth rate in the past 12 months has been an impressive 2.7 percent, and its unemployment rate is a relatively low 7.1 percent.”

Another recently released report ranked Boston as one of the top cities for recent college grads who are looking for work:  an annual list of the top 10 best cities for recent college grads, compiled by CareerRookie.com and Apartments.com and based on the job market and cost of living in cities across the country, ranks Boston as #3.