VOP On Site: Vendor On Premises Temporary Staffing Solutions Simplified

May 10th, 2018

VOP On Site

VOP On Site Program: High-Volume Workforce Solutions

Does this sound familiar? Your internal HR Team is flooded with staffing requests. Your temporary workforce is made up of too few quality workers.  Your HR Team is getting flack about time-to-fill and costs associated with managing a temporary workforce. If you’re nodding your head ‘yes’, it may be the perfect time to consider entering into a vendor on premises relationship.

Vendor On Premises Workforce Staffing Solutions

Vendor-on-Premises (VOP), is exactly what it sounds like – a vendor provides an on site representative to manage and coordinate temporary employees at your company. At ABR Employment Services, our name for VOP is ‘On Site Staffing’.

ABR’s On Site Staffing is an outsourcing management program, which encompasses every facet of coordinating, ordering, planning and tracking of contingent employees.  This program is managed by an ABR On Site Manager, who acts as the central contact for hiring managers, coordinates recruiting activities, and handles a multitude of personnel related issues.

If you’re a high-volume staffing user, an On Site Manager can greatly simplify staffing for you.  In essence, s/he acts as an extension of your HR department to streamline your staffing function.

Here’s how:

Increasing Efficiency

A VOP On Site Manager can:

  • Handle the daily deployment of temporary workers to get them on-task quickly.
  • Make daily rounds to ensure temporary workers stay productive.
  • Provide detailed, customized reports like: staffing usage, cost analyses, attendance and tardiness.
  • Evaluate personnel needs to plan for peak and non-peak periods, and handle worker reassignment.

Reducing Headaches

A VOP On Site Manager can:

  • Manage daily work issues, like problem resolution and worker injury reporting.
  • Handle scheduling to ensure departments are adequately staffed.
  • Resolve payroll and administrative issues.
  • Recruit new temporary employees directly at your site.
  • In some cases, even manage more than one facility so you can stay focused on core duties and responsibilities.

Managing Other Staffing Functions

A VOP On Site Manager can:

  • Screen, interview and skill-test candidates before they’re approved to work for you.
  • Check references, and if required, drug test applicants.

Ensuring Safety

A VOP On Site Manager can:

  • Provide facilities tours and customized safety orientations for your new temporary employees.

Could your temporary workforce benefit from an ABR VOP On Site Manager?  We would love to have a conversation with you to explore if our VOP On Site Workforce Solutions are right for you.

Editors note: the content of this blog was originally published in March 2011 and has been updated for SEO, accuracy, and comprehensiveness.

When ICE Comes Knocking: What Our Client Employers Should Do

May 4th, 2018

ICE Immigration Raid Audit

An Immigration and Customs Enforcement (ICE) Response ‘How To’ for ABR Clients

The federal government is tripling the number of Immigration and Customs Enforcement (ICE) agents to increase worksite enforcement.  Worksite enforcement is typically done through worksite raids and I-9 audits.  Tom Homan, deputy director of ICE, at a press conference in Washington, D.C. in December said, “I want to see a 400% increase in work site operations.”

ICE raid – What Is It?

An unannounced search of the client’s worksite for the presence of undocumented employees and property that will be used as evidence that specific crimes have been committed.

ICE audit – What is It?

Typically, an ICE agent and an auditor will arrive unannounced at the employer’s worksite with a Notice of Inspection (NOI) to inspect I-9’s.  The agency can audit any business on a random basis or through tips from the public or other government agency.

What employer should do if ICE comes to worksite:

  1. Call your internal HR Department first; then notify your ABR Employment Services Representative
  2. Ask the ICE agent for identification
  3. Ask if it’s a raid or an audit

If raid – Ask if they have a warrant.

A valid warrant must be signed and dated by a judge. It will include a timeframe within which the search must be conducted, a description of the premise to be searched, and a list of items to be searched and seized.  Keep a copy of the warrant.


  • Write down the name of the supervising ICE agent and the name of the U.S. attorney assigned to the case.
  • Have at least one company representative follow each agent around the facility.  Document what is said and taken.
  • Although employees are not required to answer questions posed by an ICE agent, they may do so at their own discretion;  the company neither encourages nor discourages employees from doing so.

If audit

  • The NOI gives you 3 work days to produce the I-9 Forms.  Do not provide your documents early.
  • Tell the ICE agent that we will provide the I-9’s in three days.  Be polite, but do not answer any questions about processes or procedures.
  • Review all I-9’s for compliancy.

What to do now?

Make sure you are using the new I-9 form that has been required since 09/18/17.  It is suggested to also conduct a self-audit.  Employers are required by law to maintain, for inspection, an I-9 for all current employees.  In the case of former employees, retention of I-9’s are required for a period of at least three years from the date of hire, or for one year after the employee is no longer employed, whichever is longer.   It is best practice to not store I-9’s longer than legally required.  During an audit the employer is legally responsible for all I-9’s in their possession.

Further Learning

For more information on ICE Raids or ICE Audits, please read:

Via CNN – ICE pledges immigration crackdown on businesses.

Via The Washington Post – ICE raids meatpacking plant in rural Tennessee; 97 immigrants arrested

Leadership: The One Truth Most Leaders Keep Quiet

April 30th, 2018


Leadership: Is There Such A Thing As Born Leaders? Or, Is Leadership Learned?

While our lives and careers can often find themselves in predictable patterns–go to school, get a job, work hard, rise to the top–there’s one little secret that most leaders never like to talk about. It’s a reality that can make us feel vulnerable. But it shouldn’t.

What’s the secret? It’s this: we rose to our leadership positions because we were good at a certain skill, not because we were skilled at leading others. We were promoted because we personally created great results. Now that our job has shifted into a leadership role, we realize that we’re responsible for and expected to excel at skills for which we were never trained: to lead, to inspire, and to motivate other people to become their best.

David Novak, Founder and CEO of oGoLead and Former Chairman and CEO of Yum! Brands, Inc. Never Saw Himself As A Leader

“I never saw myself as a leader,” he told us. “I just went to work every day and tried to do my best, while helping the people around me become their best.” This a sentiment many of us share.  But these humble words were spoken by David Novak, Founder and CEO of oGoLead and Former Chairman and CEO of Yum! Brands, Inc. “Everyone has the power to be a leader but it’s important to realize that you can’t achieve anything big in life if you try to do it alone, you need to take people with you. We all need people to help us along the way,” added Novak. As one of the largest restaurant companies in the world, Yum! has more than 43,000 restaurants in more than 130 countries and territories–think Taco Bell, Pizza Hut, and KFC. Novak may not have seen himself as a leader, but plenty of others did. He has been recognized as “2012 CEO of the Year” by Chief Executive magazine, one of the world’s “30 Best CEOs” by Barron’s and one of the “100 Best-Performing CEOs in the World” by Harvard Business Review.

Today, Novak is on a mission to help people who want to become better leaders but aren’t getting the leadership development they want. Studies show that 87 percent of managers wish they had received more management training when they first took on the role. Novak created oGoLead as a solution to address those needs by passing on decades of proven learning from running a global organization.

Novak Isn’t Alone

“I started my career as an ICU nurse and never thought I’d become CEO,” said Laura Robertson who is now CEO of Banner Desert and Cardon Children’s Medical Center in Mesa, Arizona. The hospital is ranked as one of the top five hospitals in Phoenix, and recognized for eight high-performing specialties, according to U.S. News Best Regional Hospitals report. “As a nurse I remember thinking about how I would do things differently if I were in charge,” she said. “I would think about how employees and patients could be treated better, and how we could serve the community better.” She paused, “But I can’t say I ever saw myself as someone’s boss back then.”

Stories like Novak’s and Robertson’s may, at first, seem like unlikely cases: average, hard-working people advancing through the ranks. For some reason, we like to assume that great executives like these were somehow molded from childhood to become phenomenal leaders. But they weren’t. Instead, they honed their craft and skill. And someone noticed. Someone saw their potential to be leaders, whether it was a member of the board of directors, another senior leader, or a marketplace looking for change. We’ve seen it in all industries.

Leadership Is Earned, Not Given Says Matt Rizzertta

“I never had training on how to be a leader, and frankly leadership is earned not given, so I’m not sure it’s something that can be learned in a classroom,” said Matt Rizzetta, CEO and Founder of N6A, a public relations and social media agency based in New York and Toronto. “I came from an agency background and couldn’t understand why so many failed to see that the lifeblood of a services business is its people. If people are what makes your business tick, then that needs to be the first place you look to invest and innovate. You need to see the correlation between the service product and the internal culture. The two should be interchangeable. If you create a unique and rewarding internal culture for employees, you’ll likely create a unique service experience for customers, and there will be performance benefits for both. That’s why I started my own company–not because I thought I was a leader, but because I knew that by creating a better environment for employees, we would create a better product for clients, and ultimately everybody would win.” It worked. Rizzetta founded N6A during the peak of the economic recession. Since then N6A has been named PRWeek’s 2017 Best Places to Work, a finalist for Digiday’s “Most Innovative Culture” award, and one of the 50 most powerful agencies by the NY Observer.

So what makes a leader great? It’s not having a title, it’s not having training to be a leader, it’s realizing that your job is to ask your employees, “How can I help you become your best?

Editorial Note: The content of this blog originally appeared in the February, 2018 edition of ABR Employment Services e-newsletter,  HR Insights. It has been edited for SEO by ABR Employment Services and originally written by David Sturt and Todd Nordstrom. 

I Made A Bad Hire; How Can I Prevent It From Happening Again?

March 20th, 2018


The bad hire. You’re not alone if you’ve ever regretted hiring a candidate after the fact.

The new hire is flailing, your hiring manager is frustrated, HR is trying to ensure they stay long enough to not be a total loss, and the CFO is wondering if he can take the recruitment costs and lost productivity out of your budget.

Hiring is much harder than it looks. Actually, hiring is easy; but, hiring the right person is tough. As a recruiter, you want every hire to be a great hire, not a bad hire, and you’re stuck with this one that went wrong. Can you turn it around? With these six steps, you at least have a chance.

Step 1

Acknowledge the bad hire mistake with your “triage team.” This may require a little crow eating, but the end result will be worth it. Assemble your hiring manager, HR representative, and anyone else who is adversely impacted by the bad hire. It’s never fun to admit you may have made a mistake, but assessing what went wrong and why is a valuable exercise in performance management for your hiring team.

Step 2

Look at the list of statements below and have each member of the team score them on a scale of 1-5 (5 being the absolute best, 1 being the worst, or N/A if the event did not occur):

  1. Recruiter and hiring manager discussed the job requirements with one another and the team before placing advertisements.
  2. The job advertisement and hiring criteria were aligned with corporate values and employee value proposition (EVP).
  3. Standard screening and interviewing techniques were used on all applicants.
  4. Technical and psychometric assessments were given to those who passed the screening and interview stage.
  5. Each member of the hiring team met with a final set of candidates and discussed their findings to make a decision.
  6. Standardized questions and evaluations were the same for all final candidates.
  7. An offer was extended less than 15-30 days from the interview.
  8. Members of the hiring team maintained weekly contact with the selected candidate from offer acceptance to first day.
  9. A company-wide onboarding and training protocol was followed with the candidate.
  10. A member of the hiring team met with the candidate at the one week as well as the 30, 60, and 90-day marks.
  11. The struggling employee has received at least one performance review regarding his behavior and performance.


55-45: You’ve done almost everything right. It’s time for a performance improvement plan (PIP).

44-34: Your methods need some adjustment. Create a PIP to be enacted once you’ve corrected the areas with low scores.

33-23: Your hiring and onboarding processes are leaving some key steps out. Revamp your processes and try more training with the new hire before addressing performance.

22 and below: You probably have been getting lucky with attracting your top talent thus far. This is not a performance issue but an internal hiring and onboarding process issue that needs to be addressed.

Step 3

Find the issue. Lou Adler, CEO of The Adler Group, created a fantastic quadrant to identify a bad hire.

Use this handy resource to identify if the issue is motivation-based, a lack of skill, or a mixture of lots of not-so-great candidate qualities. There are four areas to place your candidate in:

1. Great hires: Adler describes these folks as really competent. They know their stuff or learn it fast, are motivated, and want to do their job in an efficient way. They produce amazing work, and they do it almost all the time. While they might have a bad day or two, overall they’re the backbone of their department.

Hiring Cues: For the most part, these highly motivated, very competent performers don’t change jobs, they make career moves. A career move is defined not only by monetary compensation, but by better work and the chance to flex a career muscle. Their motivated nature will prompt them to seek out career growth opportunities and to connect their daily tasks and projects to bottom-line impact.

What to do: When you get this great candidate, make sure you’re offering them what they’re worth. And again, while it’s hard to get extra budget for candidates, it’s even more important to challenge these top hires, give them impactful work, and trust them to grow within their positions as fast as your company can handle.

2. If Only: This tier is probably very familiar to you—they could have been a great hire, “if only”. And the “if only” is generally related to motivation. They’ll produce good work, but only if you’re constantly motivating them on your own. Hiring managers get burnt out with hires like this, understandably. But when “if only” hires are not consistently motivated, they produce low quality work or have trouble managing their time and meeting deadlines and requirements.

Hiring Cues: It’s possible you brought this on yourself. Think back. Was the offer made in haste to replace another worker or handle unforeseen requirements due to an increase in business? When you’re desperate to hire, it results in a rushed offer and a focus by the recruiter and hiring manager on what Adler calls “short-term requirements.” Another common issue is a mismatch between hiring manager or other members of the team. Rule these out before going further.

What to do: You’ll notice the only difference between the “if only” candidate, or B Players, is the amount of motivation. Is the work inspiring? Do they have the opportunities for growth and impactful work? Or did you just need them to fill in for Claire who never returned from her sabbatical? Talk to the hiring manager and the employee separately to clarify expectations and make a plan for growth and long-term rewards versus daily duties. Now is also an excellent time to determine if this is genuinely a poor match for the employee and consider a move to a different team or role. The good news? You can rehabilitate B Players to A Players by deploying one (or many) of the above strategies!

3. What on Earth Were We Thinking?: Not only are these hires not competent, they’re not motivated either! If you scored somewhere in the 30s when you took the quiz you may have a lot of hires like this. You probably extended an offer for the wrong reasons and they accepted the offer for the wrong reasons. If the majority of your job ads are a narrow list of requirements, you might find yourself with a bad hire issue.

Hiring Cues: Did you hire the first person to apply for the job? Did you race through assessments just to get a hire in the door? Did the candidate focus mostly on salary and when they might be able to start? All of these are signs that the process was rushed and the person was not looking to make a career move, but was essentially doing what your hiring team was doing: trying to fill a hole the fastest. This is not a talent strategy.

What to do: It’s time to make a change. Adler doesn’t offer any immediate tactical maneuvers other than to take a long, hard look at your talent strategy and start making some changes and fast! However, there are some things you can do to turn a C Player into a B Player (who you can then turn into an A Player in time). While you and your recruitment team work on restructuring your hiring process, have your hiring managers and HR managers start looking into performance management systems and goal setting tools that can get your employees on the same page.

4. The Wrong Candidate: You might wonder what could be worse than a low-skills, low-motivation candidate? Well, someone who is not competent and highly motivated is the answer! They mess things up and they do it quite quickly.

Hiring Cues: Once again, desperation rears its ugly head and the recruiter or hiring manager hired someone who was excited about the opportunity, but didn’t have the skills to pull off the actual job. Sometimes there is a personal aspect at play. For example, it’s an employee referral of a work friend and they’re grossly underqualified. Or, perhaps, the candidate talked a really good game but couldn’t pass the technical assessment. Another common reason is a pedigreed resume; the recruiter or hiring manager is impressed with the former position at a well-known company, or is convinced that any candidate from XYZ University will be a stellar hire.

What to do: Let them go. There is very little you can do to rehabilitate a bad hire. One option is to transfer them into a completely different job that matches their skills or offers them company sponsored and supported training and learning.

While hiring is not easy, it is simple to follow these cues to make better hiring decisions. It’s even simpler when you have a platform that helps you create a comprehensive hiring and performance plan based on your talent data.

Optimize Your Hiring Process

Connect with ABR Employment Services to optimize your hiring. Our comprehensive hiring process ensures the professional office support and manufacturing candidates we present will thrive in your organization. No more bad hires!

Editorial Note: The content of this blog originally appeared in the February, 2018 edition of ABR Employment Services e-newsletter, HR Insights. 

Negative Nellies: How to Minimize Workplace Negativity

December 11th, 2017

workplace negativity

One or two negative employees can wreak havoc in the workplace. The results of pessimism, less-than-professional behavior, absenteeism, tardiness, or a flat-out bad attitude can jeopardize the harmonious environment that you worked so hard to cultivate.

A few common reasons, noted by The Balance, for experiencing workplace negativity  might include the following:

  • An excessive workload
  • A lack of challenging work to satisfy their skills, education and experience
  • A feeling of stagnation, such as not receiving a promotion after a substantial length of time
  • An insufficient level of recognition when meeting and exceeding job performance standards

These are just a few of the reasons that our staffing solutions team has gathered over the years regarding workplace negativity. Any one of these—or any other possible reason—may lay the groundwork in your efforts toward finding and implementing a negativity solution for your office.

4 Tips for Minimizing Workplace Negativity

Now that you have a few ideas as to why you might have recently picked up on a disturbance in the workplace, it is time to find and work in a reasonable solution.

One of the essential approaches to minimizing workplace negativity is treating your workplace environment as a whole. Of course, there are instances when you need to tend to one or two employees’ specific issues. However, for the most part, you can avoid developing an overriding negative workplace by regularly taking the temperature of your office environment.

What can be done to help quash negative attitudes?

  1. Keep an Open Stream of Communication. According to Business Management Daily, let your employees know that you and your HR team are available to listen to their concerns. Create and honor an open-door policy that gives employees the security of candidness and anonymity. Sometimes employees need to clear the air in a non-judgmental environment, otherwise, they may end up harboring resentment. This can eventually lead to poor work productivity and quality, as well as increasingly unpleasant interactions with fellow employees.
  2. Listen to Your Employees’ Concerns Actively. People tend to recognize when someone is merely listening to them on autopilot. If you set up a session for an employee to confide a workplace issue they are having, fully engage. Acknowledge the employee’s concerns and let them know that you want to work together to find a solution that benefits them. This lets them know that your organization values them and their work.
  3. Focus  Workplace Positivity as a Core Value. Work to fight negativity in the workplace with an equally opposing force: positivity. It is easy for the workplace to become project-focused and productivity-oriented without much consideration for the human factor. Avoid letting your business become a place of drudgery, or you may see the results play out in negativity. Inc recommends weaving principles that reflect optimism, such as encouraging everyone to become solution seekers for any problem.
  4. Hire Employees with an Upbeat Attitude. It may seem like a tall order to find someone whose experience, skills and education suit the job, as well as finding someone with the right attitude. However, you may find it is worth the wait and effort. Look for clues during the interview, such as how the candidate discusses past negative situations and whether they sought good outcomes or perceived the situation as hopeless and unfair.

Need to Replace Negative Nellies with Happy Campers?

ABR’s professional office and manufacturing workforce is comprised of Work Ready Talent, happy, ready to work dependable employees with the right skills. Get in touch with us today to get started!


Build a Strategic Framework Based on Vision, Mission and Values

November 13th, 2017

strategic framework

What Is a Strategic Framework?

In today’s competitive business environment, business leaders cannot afford to leave anything to chance when it comes to paving the path to success for their organization.

Building a strategic framework provides a firm foundation, based on long-term planning, upon which company owners can build a strong organization and thriving business.

Chron shares that “a strategic framework serves to provide structure to this type of long-term planning by focusing on four key elements: vision, mission, time frame and objectives.”

Business owners, management and the human resources team all work together to establish, drive and maintain the organization’s strategic framework, carefully adjusting it over time and as needed to allow for new business growth and possibilities.

Does Your HR Department Need a Strategic Framework for Success?

Businesses, organizational departments and individuals at any level can benefit from developing and implementing a strategic framework to lead them to success. You can certainly add your HR department to that list of potential beneficiaries of a strong strategic framework.

Building a strategic framework may be just what your HR department needs to improve employee retention, staff communication issues, streamline the hiring process and to achieve other medium and long-term goals.

Gain a Deeper Understanding of the Components of the Strategic Framework

The first thing you want to do when launching your project to build a strategic framework is to take a closer look at its basic components, which are made up of your vision, mission and values.


A vision statement generally lays out a picture of certain operations, assuming that the organization—or department—has achieved its strategic objectives. This part of the strategic framework also serves as inspirational and motivational elements for a team.

For your HR department, your vision statement may be based on varying factors collected from your organization’s executive and management teams, as far as medium and long-term staffing needs. From there, you can lay out a path to meeting and exceeding those needs. Per your vision statement, you can envision your team’s success and lay the groundwork so you can arrive there.


Mission statements provide a set of reasons for why a department exists, as well as what the overriding goals are. Work with your HR team to define your department’s priorities, such as improving your interviewing strategies or occasionally calling on the services of a reliable employment agency to find the right talent to save time, money and effort while avoiding employee turnover.


Setting your department’s values—in alignment with your company’s overarching values—helps give shape to your strategic framework in the bigger picture.

Build Your Own Strategic Framework Based on Vision, Mission and Values

Now that you understand what goes into building a strategic framework, you and your HR team can get to work. Following are a few things you can do to ensure improved hiring and retention practices for the benefit of your organization:

  • Learn What Your Department Leaders Truly Need from Each New Hire. The right hire can drive the success of a department. A mismatch can cause disruptions at every level, so work with department managers to ensure that you know exactly who they envision for their team to help them meet their own strategic goals.
  • Develop Better Job Descriptions. By focusing on improving job descriptions, you can ensure that the tasks and skills required of each staff member contribute to securing the goals for the company. You can also make sure that newly recruited employees’ goals are a good match with the company’s goals.

With these components for your strategic framework, among others, you can set achievable goals that result in satisfied staffers who are eager to help your organization meet its overall goals. At the same time, your HR department has the opportunity to improve employee retention and enhance the hiring process.

Contact us to consult with our staffing team at ABR Employment Services in case you need additional strategic framework ideas and services.

3 Networking Tips for HR Introverts

October 23rd, 2017

3 networking tips for introverted hr professionals

Are you an HR manager or hiring professional that shy’s away from the limelight? If so, you are far from alone.

According to Time, about 50 percent of Americans are introverts. Many of those introverts—who work in all kinds of professions—have found, and continue to find throughout their careers, new ways to navigate networking challenges with great success. You can do it too.

The Introverted Hiring Manger’s Networking Dilemma

If you feel that your career as a hiring manager may be suffering due to your introversion, it makes sense that you are searching for new ways to face related social challenges, like networking, head-on. With some strategic networking tips, you can fully serve your company, employees and job seekers while also keeping your own career moving in the right direction.

The Value of High-Level Networking

Networking at a high-level—especially when networking becomes reciprocal between you and the other party—is beneficial to introverts since it makes the relationship less about you. Rather, it is about you and your new contact and your possible mutual benefits.

High-level networking is essential to HR managers and other hiring professionals since you need to work with such varied professionals, including your own employer, fellow HR professionals, current management and staff, and prospective new hires. The more high-level networking experience you explore, the easier all professional encounters are likely to become.

Try Out a Few of Our Professional Networking Tips

Whether your introversion is mild or sometimes feels borderline debilitating, there are several available tips that can help you get through any networking scenario.

Once you get enough practice, you might even discover that you have a true talent for and an increased interest in regularly stepping out of your comfort zone to form and foster amazing and lasting professional connections.

Give some of the following networking tips for introverts in HR a try to see if they help you step out of your comfort zone and into your high-level networking zone:

  • Prepare and Practice Possible Scenarios. Whether you are conducting a job interview with a promising candidate, or you are attending a high-powered luncheon, preparation and practice are pivotal ingredients for success when it comes to introverts. Consider possible conversational scenarios and write them out. Follow up with possible talking points and specific responses. This tip serves as a warm-up before the main networking event.
  • Attend Luncheons and Other Networking Events. Sometimes immersion therapy is good for introverts, so force yourself out of your comfort zone by occasionally attending a non-mandatory luncheon or other networking event. Above all, you will get invaluable impromptu practice.
  • Reach Out for Reinforcements. For your next networking event or meeting, call on your colleagues for support. In a strong team environment, you can enlist professional allies to support you, which can be extremely helpful for introverts. Talk to your trusted peers before a meeting or event to discuss your ideas. Between their understanding of your introversion and your clarification of your ideas, they can pitch in to help ensure that your message comes through.
  • Be a Good and Responsive Listener. As an introvert, this is probably a long-practiced and organic tactic for you. Executives, employees, prospective employees and your trusted peers will appreciate your engaged listening skills. As long as you respond to key points and questions, you may find that your networking partner will guide the encounter, making your work far easier.

Do You Need Other Tips to Help Manage Your Introversion as a HR Professional?

Our ABR Employment Services’ staffing professionals have worked with many introverted HR professionals over the years with positive outcomes. Sometimes hiring professionals needed advice and guidance while others allowed us to offer the benefits of our years of networking experience in Wisconsin and beyond.

Contact us so we can work together to develop a networking strategy that fits your professional personality and fulfills your organization’s needs.


Artificial Intelligence and Recruiting: How the Two Work Together

September 14th, 2017

artificial intelligence

Artificial Intelligence Has Arrived to Enhance the Recruiting Process

Many human resource managers and hiring professionals hear about artificial intelligence (AI) and worry that it may eventually mean the end of their job. For most companies, that is not the case at all.

Generally, the primary goal of an organization’s adoption and implementation of artificial intelligence into HR departments is to automate and streamline processes to help you, as a HR professional, attend to the “human” portion of your work.

According to Workology, artificial intelligence is defined as “an ideal ‘intelligent’ machine that is a flexible rational agent that perceives its environment and takes actions that maximize its chance of success at some goal.” It is a branch of computer science that focuses on machine learning algorithms that mimic certain cognitive functions that give machines distinct human capabilities.

While your organization’s artificial intelligence software learns and adapts your system’s recruiting processes and tasks, and subsequently takes on those tasks, you can focus on developing new and more meaningful ways to engage with talented candidates and make sure you find the best fit.

How Artificial Intelligence Can Support Your Human Resources Department

Once you become more familiar with artificial intelligence, you are likely to love it since it is set to take over some of the more boring duties of your work. Just like you might consider your professional staffing agency—and any other type of support you enlist—a part of your team, you may soon come to appreciate and rely on your AI in much the same way.

Consider just a few ways that artificial intelligence will support your human resources department, freeing you up to focus on the human aspects of human resources:

  • Candidate Screening and Basic Communication. Not only can artificial intelligence software scan applications, resumes, cover letters and work sample tests, but it can also perform automated engagement activities to learn more about each candidate during your recruiting process. Your AI software may include an AI tool or chat box where job candidates can interact and ask questions about available jobs and their responsibilities. In turn, the AI tool, or chatbot, asks its own questions and gathers feedback from the job candidate to provide additional information to your hiring team.
  • Candidate Engagement and Relationship Building. Artificial intelligence can bridge communication gaps that can cost you high-quality job candidates. One of the biggest complaints among job applicants is that, once they submit their application and resume, they never hear back from anyone at the company. AI goes beyond standard automated messaging, which involves keywords and tags, to provide real-time messaging with responses that are unique to each candidate and their specific questions or concerns.
  • Re-Engagement Capabilities. Thanks to the responsiveness of chatbots and other tools that help ensure continued engagement with talented candidates, you likely have a pool of possible job candidates who are receptive to future available work. Your artificial intelligence can help you re-engage with a targeted group of prospective candidates who previously applied for work with your organization. Your AI will periodically re-engage with candidates to update their availability, as well as any new skills, training and education. Over time, you can cultivate a ready group of potential candidates who are familiar with your organization and feel good about the consistent engagement.

Reap the Benefits When Using Artificial Intelligence in Your Recruiting Efforts

Artificial intelligence is set to perform tasks that you may never have time to do on your own, and the information that it collects is invaluable in providing a stream of talented job candidates for a variety of positions.

At ABR, we understand your apprehension about AI and its effects, but we are here and happy to assure you that only benefits lie ahead.

Low Unemployment and the Skills Gap: How Manufacturing Employers Can Respond

August 21st, 2017

low-unemployment-skills-gapWhile the 16-year low unemployment rate is good for American workers, it is a complex issue for the economy and leaves employers wondering what to do to attract the right talent within their budget.

A quick glance at the American Staffing Association Fact Sheet for Wisconsin reveals that the average earning for workers employed through a temporary service is $30,235 annually, or $14.53 per hour. A pay-gap exists in many portions of the State with companies willing to pay supplemental staff a rate between  $10-$12 per hour. As you might imagine, prospective candidates with the necessary skills outright reject work at this pay rate stating they’re unable to meet financial obligations.

How Does the Skills Gap Come into Play?

The skills gap is another challenging issue you may face in the current economy when trying to find talent in for manufacturing positions.

Following are just a few varied and complex reasons you may be running up against a brick wall when it comes to the skills gap:

  • Wages Are Insufficient in Attracting Skilled Talent. Workers who have the necessary skills may already have a job at an acceptable wage to them.
  • Training Has Not Caught Up to New Technologies. New technologies require specific skills, which makes it challenging for job seekers to ensure they have the necessary skills for a particular job.
  • No Proper Preparation for the Real World of Work for Students. Modern students who do not follow the path to college may find themselves left behind in the classroom. Ideally, students have access to a career center program or technical school if they do not plan to attend college, but that is not always the case.
  • Lack of On-the-Job Training. Perhaps the job candidate has worked in manufacturing positions before, but they didn’t use the same equipment or require the same skills.
  • Unrealistic Expectations for the Job Applicant. Employers may look at an ideal candidate, save for a lack of the precise skills they need, and proceed to toss the application to the side.

Looking at these reasons, it may help you see that skilled employees are all around. You may just need to look more closely at their potential for gaining the skills you need.

What Can You Do in Response to the Combination of Low Unemployment and the Skills Gap?

If you are wondering how you can find the right talent with the skills your manufacturing positions require, it may help you to learn more about what other employers are doing.

  • Listening to What Candidates Want from a Job. In a low unemployment climate, you have to look more closely at what talented candidates want from their employer. It may come as no surprise that good pay is the single most important thing manufacturing workers want, followed by job security and benefits, according to Industry Week.
  • Adjusting Expectations. Employers who come across talent who have years of manufacturing experience, yet do not have specific skills for a specialized position, they are loosening their expectations and choosing to invest in the person’s potential. They may offer on-the-job training to get the candidate up to speed.
  • Broadening Ideas About Who Is the “Right Candidate.” Today’s employers are looking at the big picture and taking steps like hiring the long-term unemployed, looking beyond resume titles, reassessing position requirements and paying higher wages for specialized skills.

Do you need more ideas about finding the right talent to meet your needs while reducing costly turnover rates?

The professional staffing team at ABR Employment Services can help you find the right balance for your manufacturing talent needs.

Tips for Building Effective Teams in the Workplace

July 10th, 2017

building effective workplace teams

Building an Effective Team Starts and Ends with Collaboration

Each manager and team leader in your organization has their own specialized role. While everyone has a full calendar each day, it is crucial that everyone pulls together when it comes to building effective teams in the workplace. It may help your management team to understand that, in order to stay true to your company’s mission and overall goals, everyone must collaborate to find the best team building strategies.

Explore Our Seven Tips to Building Effective Teams

At ABR Employment Services, we continually work to find ways to help our clients build successful teams. We have come up with seven tips we believe will help you.

  1. Define Your Team’s Goal or Goals. The best way to reach any goal is to set a clear and well-defined objective. Cleverism cites a 2008 study that states that “a well set goal will facilitate individuals to focus their efforts in a specified direction to achieve the expected outcomes.” Draw your goals from a combination of your organization’s mission statement, desired profit and productivity outcomes, and the abilities and skills of your team.
  2. Be Aware of Your Own Leadership Style. Self-awareness as a leader is essential. As the leadership front-person, you need to know how your team members see you. Forbes indicates that, for your team to accept your recommendations, they must respect and accept you. While they are likely to follow your lead, as a matter of responsibility, you may not be building a team you truly want if everyone is not on board with your style. Stay flexible and adjust where you feel you can make a difference in your team members’ attitudes.
  3. Give Every Team Member a Voice. If every team member does not feel as valued as the next team member, your team may not work the way you envision it. Let everyone participate by airing their ideas, concerns, and even disagreements. Encourage constructive conversations from everyone.
  4. Encourage Strong Professional Relationships Among Your Team Members. Not everyone on your team will agree with one another. Provide avenues for win-win situations by serving as a mediator when team members openly disagree on a point, and allow for solutions where everyone is satisfied.
  5. Monitor Your Team for Members with Unspoken Issues. Although no one expects you to be a mind reader, you can do your best to get to know your team members and address situations where you think someone is silently dissatisfied. You may notice that a previously eager team member has suddenly withdrawn from discussions.
  6. Review Progress Together. As a team, it is important to periodically review your progress to see how well you are collectively achieving your goals. Prepare to celebrate positive outcomes and search for solutions to any places where you come up short.
  7. Adopt the 12 Cs for Team Building. This alliterative approach to team building is truly all-encompassing for team leaders to consult. The Balance offers a comprehensive list of these 12 go-to ideas on building an effective team, which includes clear expectations, context, commitment, competence, charter, control, collaboration, communication, creative innovation, consequences, coordination and cultural change.

Keep an Open Mind and Stay Open to New Ideas for the Best in Team Building

We hope these tips give you some solid ideas for building effective teams. If you need additional ideas or have any questions about those we’ve listed, we would love to hear from you!