2014 / 07

ATTENTION Admin Assistants & Executive Assistants

by Jeanne Knutzen | July 24, 2014

0 How To-Career & Job Finding Info for Job Seekers Admin Assistant Job Opportunities, Admin Assistant Seattle Redmond Everett Tacoma, Executive Assistant Job Opportunities, Executive Assistants Seattle Redmond Everett Tacoma, New Job Opportunities Seattle

This Must Be Your Time to Find the Right Job!!!! We’d like to meet you right away for a wide range of short and long term temporary assignments that will put you to work quickly in a variety of great work environments including some of our top healthcare clients! Call for yourself – refer a friend. Our recruiters will work up close and personal with all your referrals! We’re currently recruiting for Administrative and EA jobs in all areas of the Greater Puget Sound from Seattle to Redmond, Everett to Tacoma – and all places in between. Pay ranges from $15 to $30/hr. for increasing levels of responsibility and experience. Several can turn into direct hire opportunities in 2-3 months! Contact us today through Reilly who manages our Info Desk at infodesk@pacestaffing.com or call 425-637-3312!

Taking the Mystery Out of Your Temporary Staffing Agency’s Bill Rate

by Jeanne Knutzen | July 23, 2014

0 Managing People. Team Leadership Bill Rate Staffing Agency, Bill Rate Temporary Staffing Agency, Decrease Staffing Bill Rate, Lower Staffing Bill Rate, Mark Ups Temporary Staffing Agencies Seattle Bellevue Kent Tacoma Everett, Negotiate Bill Rate Temporary Staffing Agency, Services Provided By Temporary Staffing Agency

Part II. Buying the Staffing Services You Need Without Paying for the Services You Don't! In Part I of our agency bill rate  series, we outlined the various pricing models used by staffing companies and listed the DIRECT COSTS that make up 70-85% of a typical temporary staffing agency bill rate. In Part II we will list the services typically covered in your staffing company bill rate, while providing you with some tips on how to work with your staffing agency around a bill rate that meets your service needs! As most employers are keenly aware, the last two decades have seen significant increases in DIRECT COSTS. SERVICE COSTS have increased as well - in large part created by clients asking their staffing agencies to provide more services. While some temporary staffing agencies have consistently added to their service offerings, others have resisted that trend, preferring to compete in the low cost/low service segment of the marketplace. The problem for purchasers is that it's not always clear which agency is which. There are times when all staffing agencies sound the same, unless you dig deeper. TIP: When comparing one staffing agency’s bill rates to another, always make sure you understand the services each is offering. Some services you may not need and can use to negotiate a reduced bill rate. Other services you may need, but will not get if you are selecting your staffing agency based only on cost!   The following represents EIGHT areas where staffing companies normally provide service, along with some ideas for purchasers to purchase those services smartly.       1. Recruiting Services - which includes all the work an agency must perform to source and recruit candidates. This is the most costly of all service offerings and will vary depending on:

  • Candidate Availability which is directly related to the employee's job category, skill or experience level, and location. If the employee you need is readily available in a local marketplace, you likely have room to negotiate for a lowered bill rate. On the reverse, the more “one off” the employee is in terms of availability, the higher the bill rate. TIP: The more you know about the local job market and the availability of the type of employee you are seeking, the easier it will be for you to negotiate a bill rate that makes sense - for both you and your staffing agency!
  • Job Appeal.  The more appealing the job you are trying to fill in terms of its content, pay, location, etc., the easier it is for your staffing agency to recruit candidates for placement. If the job you are trying to fill isn’t that attractive or requires skill sets that are hard to find, expect to pay a higher bill rate. TIP: Ask your staffing agency to help you organize the work or adjust your skills or experience requirements to keep your bill rates within budget. Some skills or experiences may not be worth the price you would need to pay to get them. For similar reasons, asking your staffing agency to find a $30/hr employee for a job paying only $20 is never a win for you or your staffing agency! 
2. Candidate Evaluations.  The more extensive your screening requirements or the number of pre-assignment screenings you ask them to perform, the more your agency needs to charge. TIP: Make sure you only ask your temporary staffing agency to screen on factors important to placement success!     3. Selection Process.  The role you want to play in the selection process and the processes you use to select candidates has direct impact on your agency's SERVICE COSTS. Employers who don’t require a pre assignment interview should expect to pay less than employers who want to review multiple candidates or resumes before selecting their preferred candidate. TIP: Anything you can do to make it easy for your staffing agency to present candidates and enlist your prompt response to the candidates presented will reduce your staffing agency’s SERVICE COSTS—and ultimately your bill rate! 4. Competitive Landscape.  The more resources you enlist to help you locate the right employee, the less likely you are to get the full engagement of any one staffing agency. Many agencies will reduce their resource commitments if too many agencies or other recruiting resources are competing to fill the same req. Too many resources working on the same opening can also complicate the placement process for both the staffing agency and their client. TIP: Don’t make the mistake of assuming that competition amongst multiple agencies assures faster response or better quality. Asking for a discount in bill rates in exchange for an exclusive listing is a better “best practice!” 5.  Length of Assignment.  The longer the temporary or contract assignment the more of the up ront recruiting costs your staffing agency will be able recoup over the life of the assignment. The longer an assignment, the lower should be your mark up or bill rate. TIPBe aware of the impact of length of assignment on staffing agency costs and negotiate bill rates accordingly. Some agencies will offer discounted rates from day one of the assignment. Others will be willing to lower their rates after 6 or 12 months. 6. Work Environments and Safety Concerns.  All employers will pay more for their worker's compensation insurance for individuals working in high risk environments. In the state of Washington, workers compensation insurance is part of our Direct Costs. TIP:  if you are an employer with a high rate of injury or workers comp claims, expect your staffing agency to charge you a premium to place workers in your work environment. 7. Preferred or Mandated Benefit Coverage.  We are all affected by the high costs of benefits—healthcare insurance, paid time off, etc. The temporary staffing business in general, is not benefit rich, and while some agencies will claim to offer benefits, when you look closer, the benefits they offer are either minimal or employee funded. TIP:  If you expect or require your staffing agency to provide an employer paid healthcare benefit, holiday or personal time off, expect the costs of these benefits to be reflected in a higher mark up or agency bill rate.  8.  Volume Purchasing.  Last but not least, one of the factors that has significant impact on your staffing agency’s service costs are the costs they incur to learn more about you and your staffing needs. Because these are upfront costs, when you use the same agency for repeated or volume needs, purchasers of staffing services should expect “volume based” discounts. TIP: If you know of more than one temporary or contract positions coming up soon, place requests for both employees at the same time. If you are a regular user of temporary or contract staffing, talk with your staffing agencies about contract level pricing where you earn discounts in exchange for ongoing business. Contract level pricing should earn you discounts in the 10-15% range. Conclusion:  As tempting as it might be to ask your staffing agency to sharpen their pencil to lower their markup or bill rates, if you press too hard the result can be inferior service or candidates. TIP: Negotiating with your staffing company around all the issues that impact their SERVICE COSTS is the best way to strike up a win-win relationship with your staffing provider. jeanneThe PACE Staffing Network prides itself on our fully transparent pricing strategies, willing to reveal all direct costs and service costs on all transactions. For a complimentary discussion with a member of our partnership team on all the elements of our pricing model and ways for you to either lower your current bill rates or improve the services you get from monies being spent, contact us at infodesk@pacestaffing.com or call us at 425-637-3312. This article was written by Jeanne Knutzen, founder and CEO of the PACE Staffing Network.

7 Ways to Use Learning Opptys to Engage Employees

by Jeanne Knutzen | July 22, 2014

0 Uncategorized Cornerstone OnDemand (CSOD), Engaging employees, Lunch and Learn, Nurturing Employees, Office Perks, Training Ideas, workplace policies and employee engagement

By Charles Coy Most companies know that employees need more than health insurance and a 401K to stick around these days, so they're offering everything from unlimited vacation to acupuncture at corporate headquarters to lure top talent. Nurturing employees goes beyond office freebies, though, and employers don't have to mirror flashy tech start-up perks to offer meaningful opportunities. In a recent study of the relationship between workplace policies and employee engagement and wellbeing, Gallup found that "indulging employees is no substitute for engaging them." Here are seven unconventional office perks that go beyond free lunch and encourage employees to engage with their company – and each other – through learning. 1. Imagination boosters To inspire creativity among employees, Discovery Communications offers a variety of whacky classes. The nonfiction media company hosts everything from improv seminars to African dance classes and fly-fishing lessons. Employees also enjoy free in-house premiers of the network's educational shows, which sometimes include live interviews with the cast. 2. Lunch and learn The World Wildlife Foundation offers free classes during lunch everyday on topics connected to its mission of protecting nature. Lectures cover topics from biodiversity to Amazonian wildlife. 3. Financial know-how Research shows that financial stress negatively impacts employee productivity. Both American Express and Quicken Loans offer free personal finance courses to help employees better understand their benefits and budgets. 4. Knowledge sharing Google takes advantage of the knowledge that employees already have. Its "Googler-to-Googler" program places employees in teaching roles for both its core curriculum and “extracurricular” classes. The former includes career-building education in topics like management and public education, while the latter covers diverse subjects, from kickboxing to parenting. At Cornerstone, we have monthly "Development Days" at every office around the world. Employees teach classes in areas of expertise, and recent lessons have included "How to Make Work-Life Balance Work" and "Wine Tasting 101." 5. Healthy inspiration Many companies encourage employees to bike to work and some make the option more accessible through education. Facebook and Kimberly-Clarke offer safe cycling and maintenance workshops to help employees become comfortable with bike commutes. 6. Multicultural connections Although mobile gaming company Ngmoco is based in San Francisco, it's owned by a Japanese business. Ngmoco holds Japanese cooking and language classes to expose employees to its multicultural roots. 7. Fitness focus Nearly 90 percent of companies offer wellness incentives to help employees stay healthy. These incentives can include stipends for gym membership or free biometric screenings, but some companies take it a step further. NFL employees attend free fitness classes at NFL facilities, and Yahoo workers have access to on-site pilates and yoga classes, for example. While ping-pong tables and bottomless snack bowls can boost employee morale, creating meaningful experiences that help workers grow will improve their engagement with employers of all sizes and industries. Charles Coy is the senior director of analyst and community relations at Cornerstone OnDemand (CSOD), a leader in cloud-based applications for talent management that helps organizations recruit, train, manage, and connect their employees. He thinks a lot about how technology can influence how businesses evaluate, motivate, and value their employees–especially in light of the rapid changes happening in today's workplace. Coy can be contacted at ccoy@csod.com.

Getting the Most Out of Performance Reviews

by Jeanne Knutzen | July 22, 2014

0 Uncategorized Cisco Performance Connection (CPC), HR Performance Reviews, Job Performance Review Programs, Job Performance Reviews, Performance Feedback, Tips for People Management

By Jessica Rohman Incorporating Development, Alignment, and Check-Ins Performance reviews: Let's face it–they're not the most enjoyable part of the employer/employee contract. If you're an employee, the review process is when you must painstakingly wade backwards in time, through copious emails and calendar items, trying to piece together some coherent semblance of a year's worth of work to present to your manager. If you're a manager, not only must you do the same for yourself, but you also have a pile of reviews to complete and deliver to each of your direct reports. The result? Typically, a one-hour-per-year conversation between employees and their managers about whether expectations were met, whether a pay raise is in order, and possibly an insightful reflection or two. With the addition of a few signatures, the report is then filed with HR—where it may or may not ever be seen again. How to Leverage the Process What if the process was different? At many of the "Best Companies to Work For," the performance review process is treated as much more than a compulsory HR procedure. These companies treat employees' performance as an integral part of the functioning of the business. To that end, they leverage the review process to not only assess performance, but also to serve as a platform for employee development and to ensure the efforts of the workforce are closely aligned with company goals. Now that's something worth spending your time on. Consider some of these approaches to the performance review from recognized Best Companies. Cisco's performance management and development program, called the Cisco Performance Connection (CPC), offers year-round feedback to employees. The year starts with goal setting, where employees can align their goals to those of the organization. An important mid-year discussion takes place focusing on career development, and the year-end performance review gauges performance based on accomplishments and provides an opportunity for managers to reinforce the linkage between business results and rewards. Throughout the year, employees and managers are able to request feedback about themselves as well as provide feedback to others (via a CPC tool) that is shared on a regular basis. At American Express, the "performance management process" (PMP) is designed for clear goal alignment throughout the company. Employees design their own development plan, and their direct supervisors are their "development partners," responsible for monitoring progress, success, and learnings through regular one-on-one conversations and formal mid-year and year-end assessments. In another example, Adobe recently decided to reinvent their performance review process in favor of a "check in" system. Here, the emphasis is on setting clear expectations, providing feedback, and attending to employee growth and development. A key lesson we can learn from these and other great workplaces is that keeping up with people's performance is something that should be attended to year-round. The process can be leveraged to ensure that companies are getting the most out of their most precious resource–their people–while helping employees see that their efforts are integral to the company's success. Jessica Rohman develops content for Great Place to Work® programs and materials. In her long tenure with Great Place to Work, she has also worked as a consultant, facilitator, list evaluator, and conference program director, bringing a depth of understanding of "Great Place to Work" concepts to her work. Jessica holds an MA in industrial/organizational psychology, and has conducted doctoral studies in human and organizational systems at the Fielding Institute and the National Training Laboratory. She can be reached via email at editor@mamumediallc.com.

Is a 360 Performance Feedback Program Right for Your Organization?

by Jeanne Knutzen | July 22, 2014

0 Uncategorized 360 performance review process, 360 Performance Reviews, Gravett and Associates, Job Performance Feedback, Job Performance Reviews, Multi Rater Feedback

By Linda Gravett, Ph.D., SPHR, CEQC Every Human Resources practitioner I talk with agrees with me on one point: there is no such thing as a perfect generic feedback instrument and process. However, a customized 360, or multi-rater process, when planned and executed well, can provide excellent feedback for recipients and foster a motivating environment for employees. I've worked with organizations using this process for 24 years and observed some positive advantages to the 360 process, as well as some pitfalls. HR can guide the process to ensure that the advantages are leveraged and pitfalls minimized. First, I want to clarify what I mean when I refer to the term 360 feedback. This is a process in which a person receives feedback about his or her competencies from peers, supervisors, direct reports, and internal and external customers. It's a complete picture of the impact one has on those with whom he or she interacts on a frequent basis. Many companies use a "180" feedback process instead, which allows for feedback from peers, the supervisor, and sometimes direct reports (if applicable). Advantages to the 360 Process Let's face it: a supervisor can't be there to observe all the interactions, strengths, and opportunities for improvement for direct reports, especially if the span of control is wide. So why should we expect the supervisor to be the only person to provide performance feedback? We shouldn't. A major advantage to the 360 process is that it provides an opportunity for all those people with whom a person comes into frequent contact to offer feedback. A caveat here is that the raters should be people that truly have observed an employee or manager on a frequent basis. It's not fair to ask people for input that haven't had a chance to observe someone's skills, talents, and abilities on a regular basis. It's also not balanced feedback if the recipient selectively chooses people that will only provide superficial and positive comments. When feedback comes from many sources, it's more difficult for a person to brush aside constructive criticism and rationalize that "the boss just has it in for me." If several people suggest that a manager needs to improve verbal communication skills, for example, chances are high that this is indeed a necessary area for improvement. Another advantage of the 360 process is that it is designed with a customer focus in mind. The customers can be internal or external. Unfortunately, it's difficult for some employees to understand the impact their daily activities have on other individuals or departments within the company. However, if they receive direct and frequent feedback on how their actions affect others, people are more likely to be attentive to deadlines and quality requirements. They learn how to make their organization look good, not just themselves. I recommend that 360 performance evaluations are coupled with competency-based job descriptions. When this occurs, an employee or manager is recruited based on core competencies for his or her position and evaluated on those same competencies. When coaching leaders, I often hear this complaint: "My performance evaluation is not even remotely connected to my job description." There should be a direct connection, and the 360 process can have a strong impact here. The core competencies should of course be supportive of the company's strategic objectives. In deriving these competencies, the company's leadership must ask, "What skills, knowledge, and behaviors do we need across the organization to meet the challenges of our mission and vision?" The 360 evaluation is particularly strong when coupled with an action plan developed by the person receiving feedback and shared with those who provided the feedback. This action plan demonstrates that the feedback was heard and that, assuming suggestions are reasonable, will be put to use as soon as possible. Pitfalls in the 360 Process If you've tried the 360 process in your organization without success, it may be for some of the following reasons: If allowed to do so, employees may be tempted to ask only their friends in the company to be the ones who receive feedback instruments. This would definitely tip the scales in the employees' favor and help ensure that no negative comments are made. The process must be carefully designed to minimize the possibility that this "handpicking" doesn't occur. I recommend that each person receiving feedback send the instrument to at least 10 people, and these people must be those with whom they interact on a frequent basis—even if some of those people could possibly offer negative comments. One significant pitfall I've observed is when companies send out 360 evaluations to raters without advance notice or information about how to use the instrument. When an organization decides to implement a 360 review process, two sets of participants must be educated on how to effectively use the process: those receiving feedback and those offering feedback. Communication should also include objectives of the process and the expected impact on the organization. I strongly recommend that each person receiving feedback, especially for the first time in this process, has a coach to help assess the comments and ratings and to develop an action plan. The coach can be the same person who compiles the results–the key is that he or she is viewed as an objective person. By the way, I also recommend that the instruments are anonymous and are sent directly to the person compiling the results. The person receiving the feedback should not see the actual completed instruments. A Few Closing Thoughts The 360 performance review process can be comprehensive, positive, and effective if time is devoted on the front end to design the process for maximum impact. The time is well worth taking. Regardless of the type of performance management process your organization employs, I hope you'll give serious consideration to developing companion competency-based job descriptions and evaluations. When competencies (or behaviors) are used, employees have a more concrete understanding of exactly why they aren't meeting job requirements and what areas they need to improve upon to be successful in their work. Dr. Linda Gravett, after 16 years as a human resource management practitioner, founded Gravett and Associates in 1991. Gravett and Associates offers a full range of human resource management consulting and training services, including human resource audits, development of performance management systems, establishing human resource metrics, helping organizations leverage a diverse workforce, and executive coaching. Linda can be reached at Linda@gravett.com.

Seattle’s New Minimum Wage – Like It? Follow It!

by Jeanne Knutzen | July 15, 2014

0 Staffing News Employee Seattle Sick and Safe, Employment Agency Seattle, jobs seattle, Minimum Wage in Seattle, Seattle Staffing Agency, temporary agency Seattle, Temporary Employee Pay Rates Seattle, Temporary Employees Seattle, Temporary Staffing Seattle

Seattle is once again leading the way on issues designed to improve employee work life! Two years ago, Seattle Sick and Safe required employers to provide employees with up to 9 days a year of paid time off for personal or family health or abuse issues. This June, the Seattle City Council voted to move forward with the plan to increase the minimum wage for Seattle employees to $15/hr. The implementation of the new minimum wage will be phased in. In April of next year, minimum pay rates will increase from $9.32/hr. to either $10 or $11/hr. depending on whether you are (or work for) a large or small employer (differentiated by more or less than 500 employees). By January of 2017, all large Seattle employers must meet the $15/hr. minimum wage, unless they offer healthcare benefits, in which case they can delay the $15/hr. pay minimum until the following year. Small employers (less than 500 workers) have until January 2021 to meet the new minimum wage standard. In charted format, here’s an overview of Seattle’s phase in plan: While most of the questions about the short and long term impact of minimum wage adjustments are unknown, critics of Seattle’s $7/hr. minimum wage increase continue to make the case that the actual economic impact of the wage adjustment will actually hurt the very employee populations the mandates are targeted to help. They argue that as increased wages kick in, pay gains will be offset by increased costs of goods and services. Or put another way, while improving “acceptable pay,” the underlying issues of affordable city living and the declining skillsets of US workers largely go unaddressed. They also worry about the employer’s changed motivation to fuel job creation or hiring in all areas directly (or indirectly) impacted by increases in minimum pay rates. As employees start to enjoy the benefits of more pay and purchasing power, the longer term impact on job availability and security may end up being the price paid. Both employers and employees will need to wait - to see! Anticipating impact to my own industry, staffing, I see both positives and negatives. While overtime opportunities for core employees will likely be reduced if not eliminated, there will be an offsetting need for more flexible or cyclically scheduled employees - a positive. But for those segments of the temporary help industries that employ large numbers of low skilled, low cost, entry level workers, and the landscape could be quite different. With both “temps” and “core workers” now being paid the same, some of the cost containment advantages of using unskilled “temporary employees” for beginning/entry level roles will go away, changing the hiring patterns of staffing industry customers. As for the predicted job loss, we've already heard the stories of Seattle based companies who are moving their facilities out of the costly Seattle corridor. In some cases we see companies relocating themselves into more rural communities, away from the influence of Seattle’s wage and benefit mandates. Some of these moves are a matter of survival. Companies who compete directly with third world labor pools are always impacted by changes in mandated pay and benefit programs. There is no question that the staffing (recruiting and retention) strategies of both Seattle employers and employees located in nearby employment communities, will change. Whether you are a large or small employer, located in Seattle or Bothell, you are competing for employees from the same labor pools. Pay and benefit plans must remain competitive. Unfortunately it will be increasingly difficult for employers to find a safe haven from the influence of government pay and benefit mandates. With all the good intentions of making living in their city “affordable” or to ensure “compassionate” treatment of employees in need, many city councils in and outside the state of Washington are looking closely at similar wage and benefit adjustments. With Seattle just unseating San Francisco as city with the highest minimum wage in the nation - other cities, including San Francisco, are not far behind. And if the cities aren't budging, chances are the states will. Massachusetts set an $11/hr. minimum wage to kick in 2015. Earlier this year, Minnesota raised its guaranteed wage by over $3/hr. California, Connecticut and Maryland have all passed laws increasing their respective wages to $10 or more in coming years. As for federal level influence on minimum wage, the Obama administration has been a serious advocate of raising the minimum wage since 2008 when they inherited a $7.25/hr. minimum wage. Lacking congressional support for federal level minimum wage increases, President Obama recently used an Executive Order to increase minimum pay to slightly over $10/hr. for federal contractors – a gesture with primarily symbolic impact. Neither Canada, Germany, Mexico nor China have national minimum wage programs, preferring instead to let local governments set pay in line with local costs of living that can vary dramatically. To date Australia has the highest global minimum wage of $16.88/hr. Compare that with China, where typical minimum wage mandates hover around a U.S. equivalent of less than a dollar an hour. One thing is sure – the real impact of Seattle’s minimum wage mandates will be revealed over time. Never in the history of either State or local mandates have minimum wage increases approached the level being put in place over the next 3 years.

Exciting Executive Assistant Opportunity!

by Jeanne Knutzen | July 14, 2014

0 How To-Career & Job Finding Info for Job Seekers Executive Assistant Kirkland, Executive Assistant Redmond, Executive Assistant Seattle, Executive Assistant Woodinville, Job Opportunity in Redmond, Job Opportunity in Woodinville, Merchandising Job Opportunity

Are you a “Go With The Flow” Executive Assistant?  We’d love to TALK TODAY about a new EA job opportunity with an “on the go” Woodinville employer. They’re looking for a personality that fits – just as important as the skills. What could be better? $30/hr. pay just to start!!!! Call yourself or share with friends. Contact Mike Gunther at MikeG@pacestaffing.com or call 425-454-1075 ext. 3521.

The “Temp to Hire” Audition – A Great Way to Find the Right Job and the Right Employee!

by Jeanne Knutzen | July 8, 2014

0 Staffing News Employment Agency Bellevue, Employment Agency Everett, Employment Agency Kent, Employment Agency Mill Creek, Employment Agency Seattle, hiring, how to hire using a temporary employee, Temp to hire, temporary agency Seattle, temporary jobs seattle, Temporary Staffing, Temporary Staffing Agency

Need to go to work quickly? But don’t want to accept just any old job? Want to hire quickly? But not quite sure what type of employee to hire? Employees and employers need to check out the new “temp to hire” work auditions that are quickly becoming the preferred way to hire or get to work quickly! The "temp to hire" employment model is all about minimizing the risk of deciding wrong. Employers can check out employees and job seekers can check out jobs before either gives their final “I do’s!” As employers continue to view their temporary employees as the perfect pool of eligible job candidates - the first place they look when it's time to hire - job seekers are viewing temporary jobs as a way to land a permanent role. Staffing Industry Analysts reports that 1/3 of temporary assignments end in a permanent hire. My company, the PACE Staffing Network, does a little better than that with close to 38% of the employees who work for us on temporary assignments ending up being hired directly by the employers we represent. There are significant upsides for both job seekers and employers for electing the temp to hire audition. For employees, you get to go to work quickly, earning money while you are checking out a job and a work environment before making a final commitment. In some cases, we know an early trial period saves employees from the heartbreak of finding yourself in the wrong job! For employers, you get a chance to “test drive” an employee before making a final job offer – eliminating the unwanted turnover that often happens in the first 90 days of employment. That's when the realities of the actual work or the employee’s real work style doesn’t always match up with expectations, yours or the employee’s - and either they have to quit or you have to terminate - neither great options! An added benefit, is that throughout an employment audition, employers benefit from “getting work done” while employees have the benefit of a job and an income. Employers have long experienced temporary staffing agencies as being great resources for quick access to employees and have been a proven solution when the situation calls for a quick recruit of specialized talent. Add that service feature to the benefits of “hiring right” and you’ve got a winning recruiting model that reduces an employer’s fixed costs and improves profits. In today’s marketplace, 70% of the employees we put to work on temporary or contract assignments report that they are looking for permanent work. With your longer term goals in mind, we think you’ll enjoy a series of temporary assignments that can expose you to the broader job market in an up close and personal way that you can’t do through an interviewing process. In many cases, we can offer you a temporary assignment with an employer you might not otherwise meet on your own. Job seekers might be surprised by the number of employers who do the large majority of their direct hire recruiting using the services of temporary staffing companies – we’re that way “in the door” to some of the best places to work in the Pacific Northwest.    Using temporary or contract assignments as a pathway to permanent work is one of the main reasons why the number of people available for temporary work and the range of talent available for temporary or contract assignments has increased consistently since 2008. By many accounts, the ability to hire employees who are not currently working is much easier than trying to attract away employees who are. When a temp to hire strategy is implemented purposefully and correctly, permanent job offers are almost always the outcome of a working audition. In our case, well over 80% of our formal auditions result in a job offer. And even though a particular temporary assignment was not tagged up front as a temp to hire audition, many  of our clients turn first to our temporary workers when it comes time to hire. In fact, some of our clients maintain their temporary employee pool strictly for that reason – keeping close the employees they want to hire quickly when the time is right! jeanneMy company, the PACE Staffing Network, has been helping employers implement strategically focused temp to hire staffing strategies since the late 90’s. During that time, we have also prepared job seekers on ways to use their temporary assignments as a way to gain permanent employment. When used properly, formal temp to hire auditions increase placement success significantly, producing happier employees and more efficient and profitable employers. To check out how a temp to hire audition might work for you, contact our InfoDesk at infodesk@pacestaffing.com or by calling 425-637-3312. This article was written by Jeanne Knutzen, founder and CEO of the PACE Staffing Network.