Success Stories

A large law firm decided to expand its business by targeting class action claims. To do this it would need to open a call center but had no idea how many people it would need or how to react to changing staffing demands. In addition, they had no dedicated recruiter so finding an external recruiting source that could provide top talent quickly was critical to their plan.

We started working with a manufacturing client that had very erratic staffing needs. Their daily temporary staffing levels could fluctuate by as much as twenty people from one day to the next. They were currently working with four vendors yet experienced daily staffing shortages, which led to missed shipments. Plus, there was a lot of miscommunication from one department to the next regarding who needed help and who didn’t. Some days temporaries were sent home in one department when other departments could have utilized the staffing. In addition, because temporaries were always coming and going, supervisors were constantly being paged from the floor to get new people started. This frustrated the plant supervision, slowed productivity, and was extremely inconvenient for everyone involved.

Our client was having difficulty managing their temporary staffing schedule and tracking overtime. They were also having problems with temporary employees just showing up to work that may or may not have really been hired. Since the office staff usually would be gone for the day when this happened, the production staff would let them work, only to learn later that the people were never hired.

A Country Club manager quits with less than thirty days notice. The Board needed to hire an experienced person but did not have the internal resources to locate someone on their own. In addition, they could not afford to make the opening public for fear of creating ill will among the membership who wanted their friends and family to be considered for the position.

A large medical office was having trouble staying fully staffed. With over 100 employees, there was always at least one opening. With no dedicated HR person to manage the applicant pipeline, the burden of recruiting and screening fell on the department heads. This often resulted in delayed hires and screening steps being missed which only perpetuated the problem.