Job Search – Research Personnel Agencies
Just as an employer would check the references of the Personnel Agency under consideration to assist with their staffing needs, you should also conduct your own research and reference checking on the agencies with whom you want to associate your name and reputation.
One of the ways you can determine the popularity of a staffing firm is by the number of different ads they have in your local papers, and if they pay for media advertising via radio, TV, or the Internet, possibly on sponsor or client sites.
Be watchful of agencies that consistently post ‘leader ads’, as these ads are placed to help them create a full candidate roster, versus posting for legitimate vacant positions.
Conduct an Internet sweep for any recent News articles on the firm, which may provide information such as a new consultant they have hired, or a large ‘public’ contract they have been awarded.
Naturally, you will also want to ask everyone you know whom they have contacted recently or in the past, and record the information for future reference. I would also suggest you contact your most recent employer, and ask them which services they use.
Armed with your research and reference checks on local Personnel Agencies and Executive Recruiting firms, you should easily be able to create a listing of at least 10 firms that you wish to contact for registration and an interview.
Job Search – Working with Recruiters (Part I)
“To get successful results, you must first build successful relationships”, Trish Johnson.
In a number of the discussion forums I participate in, it is apparent that the perceptions of both Personnel Agencies and Executive Recruiting firms are ineffectual in the job search process, at best. The same attitude is present for those in the HR profession, in both the public and private sectors.
I can understand this frustration in these industries, as over the past 18 months or so, as it has become a challenge just to register with Personnel Agencies and recruiting specialists via email or online. Appointments for interviews are rare, as the job orders have just not been there to support the need, until very recently.
However, in support of the HR profession and personnel consultancy, I feel compelled to address this issue publicly through my site, since I have experience in the personnel industry myself.
First, you have to learn which Personnel Agencies and Executive Recruiting firms are in your area. Use the Internet as well as the yellow pages to track down this information to ensure you are getting an updated listing. I will also be assisting you in this area shortly.
Many Personnel Agencies specialize in types of hiring, such as temporary, permanent, and contractor. Agencies also typically state their areas of industry expertise, such as industrial, legal, medical, IT or administrative placement, etc.
When you are calling agencies, ask to speak with the appropriate person in charge of temporary or permanent employment in your field. If you are not able to speak with the person directly at that time, at least you will have the right contact name for your next phone call.
Tip: Receptionists are likely to put your call through directly when you ask for a person by name, as the implication is that you likely know the person you are trying to reach. Whether the person is available or not, your calls provide you with an opportunity to get to know the Receptionist on a formal, but comfortable basis, which can work in your favour in the future.
If the firms you contact are not currently accepting appointments, ask if you may submit your resume ‘to the appropriate consultant’ for their perusal and files. If you submit your personal information, be sure to follow-up with the consultant within the week.
It is your responsibility to make the effort to establish a relationship with your consultant, not the responsibility of the firm. Why you ask?
For one thing, this individual does not know you at all. At best, they have a few pieces of paper that describe your skills, but that is as far as it goes. Through your own research, you likely know more about them, and certainly about their firm, and their role within it.
Try to think of it from this perspective: You are unemployed, although you are working hard on your job search, therefore, it is safe to assume that you have much more free time to place and receive phone calls, send or respond to emails, etc.
On the other hand, the recruiters are buried with client demands, emails, phone calls, and current candidates on their roster, on top of their administrative functions, all requiring their immediate attention. It is simple mathematics; there are just not enough hours in the workday to address every request.
Since this is the reality of the situation, when dealing in HR, you have to take control and initiate the relationship building process.
To help your consultant help you, be honest about what you are looking for, the industries you would prefer to work in, work schedule, overtime, wages, preferences for working independently or as part of a team, location preference, benefits requirements, etc.
A well trained, professional, Personnel Consultant or HR professional will do their best to find work for you, as long as you maintain an open and honest relationship based on mutual respect.
To help you with your research, I am providing you with the following links to Employment Agency directories for both Canada and USA.
You will also want to read this excellent article provided by CareerBuilder for more tips - Five Reasons To Use A Staffing Firm
My next article will address: Expectations of Professional Recruiters – the ‘Reality’ from the Job Seeker and Candidate perspectives about what obstacles they face when dealing with these services and professionals today.
HeadHunters, Executive Recruiters and Employment Agencies in Canada
http://www.headhuntersdirectory.com/canada.htm
USA: Nationwide Directory of Employment Agencies, http://www.employmentagenciesusa.com
News Flash – ‘Follow-up’ to my Weekend Press Article
In follow-up to my earlier article regarding business development – Weekend Press, we learn the developments of this particular case, as it carries through via the courts.
Mario’s Gelati and a banquet ballroom are suing the City of Vancouver and the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games, for allegedly causing a disruption to business and public nuisance.
The businesses, located in a building at 88 East 1st, are seeking $2.5 million in compensation.
The businesses claim they suffered a “devastating economic loss” caused by construction that began in 2009, and then 1st Avenue being closed off for security reasons to control access to the Olympic athletes Village, preventing proper access to the businesses.
The lawsuit, filed this week, claims that the city assured the company owners that the prior street construction, which began in March 2009, would only last a month but dragged on for almost seven months.
The City and VANOC will file statements of defence, at a later date to answer the allegations, which have not been proven in court.
Source: The Vancouver Sun, http://tiny.cc/QZmAh
BC Budget ‘Highlights’ – The Economy (Part II of II)
THE BUDGET – ‘ECONOMY’
(click to enlarge graphic)
- The B.C. government is using conservative economic growth numbers of;
- 2.2 per cent for 2010,
- 2.3 per cent in 2011, and
- 2.8 per cent in 2012-2014.
- The province’s economic forecast council has predicted higher rates of growth in gross domestic product of 2.9, 3.1 and 3.0 per cent, respectively.
- The government still aims for a balanced budget by 2013-2014. In the meantime, expect deficits of;
- $2.8 billion in 2009-2010,
- $1.7 billion in 2010-2011,
- $945 million in 2011-2012, and
- $145 million in 2012-2013.
- The total provincial debt is forecasts to be
- $47.8 billion in 2010-2011,
- $52.4 billion in 2011-2012, and
- $55.9 billion in 2012-13.
- Total revenue is forecasts to be
- $39.2 billion in 2010-11,
- $41 billion in 2011-12, and
- $42.8 billion in 2012-2013.
- Expenses will be
- $40.6 billion in 2010-11,
- $41.6 billion in 2011-2012 and
- $42.5 billion in 2012-2013.
Source: http://www.vancouversun.com/news/budget+highlights/2633579/story.html
BC Budget ‘Highlights’ – Additions, Cuts & Taxes (Part I of II)
Following are ‘highlights’ of our new BC Budget announced this afternoon. As anticipated, there are currently no personal income tax adjustments. The B.C. Government plans to spend more on Education and Health, and less on their Ministries, notably the Ministry of Forests.
The good news for business is that corporate tax will drop to 10 per cent effective 2011, and the small business income tax rate will drop to zero effective April 2012.
THE BUDGET – ‘ADDITIONS’
- Increase in homeowner grant for ‘northern and rural homeowners’ up to $200, bringing to $770 the amount some people will be able to receive towards their property taxes. Seniors in those areas will be able to receive up to $1,045.
- Option to defer payment of property taxes for families with children under 18.
- $26 million more for child-care subsidies over the next three years.
- $60 million for a 2010 Sports and Arts Legacy over the next three years, half to increase youth participation in sport and improve athlete and coach development, the other half to enhance existing provincial investments in arts and culture.
- Increased funding for full-day kindergarten to $129 million in 2012-2013, up from $44 million in 2010-2011, the first year for the program.
- An increase of $69 million over three years to maintain the court system and support increased RCMP policing costs.
- An additional $150 million over three years to fully fund teachers’ wages and benefits, and offset cost pressures.
- $110 million to school districts between now and March 2011 for annual facilities grants.
- New funding of $447 million for health services in 2012-13, bringing the total budget increase to over $2 billion since 2009-2010.
- $2.7 billion over three years to the transportation investment plan including $302 million to the Evergreen Line, and $341 million to the Gateway program.
- $100 million over three years in new climate action and clean energy development funding.
- $35 million over three years for the LiveSmart BC: Efficiency Incentive Program.
- Three-year extension to the mining flow-through share tax credit.
- New tax credit for digital media, and
- Enhancement to provincial film tax credits.
THE BUDGET – ‘CUTS’
- $320 million in reduced ministry spending over the next three years, $176 million in forests.
- A reduction in the number of full-time equivalents working for the government, not including service delivery agencies, from 31,284 in 2009-2010, to 27,732 by 2012-2013.
- The new harmonized sales tax is introduced July 1, 2010.
- No new announcements re: income taxes, but as previously promised corporate tax will drop to 10 per cent effective 2011 and the small business income tax rate will drop to zero effective April 2012.
Source: http://www.vancouversun.com/news/budget+highlights/2633579/story.html
Retaining Your Most Valued Resource
One of the biggest problems facing our firms today is employee retention, and it is likely this will continue well into our future.
Employers must get up-to-speed and become more focused on employee equity in terms of how they treat their staff at all levels throughout their organization.
Since the problems associated with employee retention are usually handled through the firm’s HR division, I like to call this the ’three R’s’ of HR, ‘Recognize, Reward, Retain.’
As you can see in my graphic above, I spell out RETAIN by using associated words such as: “Recognize, Engage, Trust, Acknowledge, Inspire, and Nurture.”
Firms that provide this type of atmosphere for their employees will benefit over the longer term, as the likelihood of an employee leaving this type of environment is slight, if not non-existent.
Unfortunately, quite often firms, particularly those that are large, enjoy displaying their ‘Core Values’ at every opportunity. However, it is most difficult to find a firm that actually upholds their stated core values, and the implicit policies of equality, trust and integrity, respect, learning and growth, support, and advancement, throughout their organization.
When firms fully acknowledge that their ‘core values’ and ‘code of ethics’ play major roles in drawing candidates to them, as well as in retaining their talent, and they embrace and adhere to their own core values and ethics, the problems associated with employee retention will naturally dissipate, to the benefit of us all.
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