Things are heating up here at Yoh. With our home town of Philadelphia in Phillies Phever, you'd think we'd have enough excitement. But my fellow bloggers and I also are swamped getting ready for the Contingent Workforce Strategies Summit being held in Orlando next week, and a Webinar we're working on with Monster.
In case you missed it: Oct. 30
No tricks from us this Halloween, just a few stories on talent acquisition and management post economic meltdown, as well as one disconcerting article about the lack of processes in place to track and measure these functions. Enjoy!
The tweet is mightier than the sword
To expand on earlier discussions about the importance of the employment brand, and hopefully impress upon you what I believe is an increasingly important topic for organizations to consider, I now ask: How big is the impact of social media on your employment brand?
Trusting your vendors to protect you
The newswires have been buzzing lately with stories about lawsuits involving staffing companies and independent contractor misclassification. These current issues are nothing new. However, the stakes are changing as state and federal governments look for ways to put more money in their coffers. Contingent labor still is a great way to get the skills you need on a flexible basis, but companies need to make sure their vendors understand the issues and put procedures in place to keep everyone protected.
The Philadelphia Phillies: The benefits of a holistic workforce
Disclosure--I am a lifelong, die-hard phan of the Philadelphia Phillies.
If you are from the Northeast part of the U.S., odds are that you understand how serious this region takes its sports. If you are from the Philadelphia-area, you know the passion with which we approach our sports. It is far beyond taking it "seriously"--we live it. We see our sports teams in ourselves, and we demand that those fortunate enough to play give us everything that they have to win. Work hard. Think hard. Play hard. Winning is the ultimate destination, but we are far more forgiving of a player who never actually makes it, as long as he throws himself into it while in one of our city's uniforms (Lenny Dykstra, for example) than we are of one who has incredible talent but doesn't understand the psyche of putting the game before himself (i.e. T.O. or Eric Lindros). I think Paul Hagen at Philly.com explains it best by using Raul Ibanez's experience in Philadelphia since he arrived in the 2008 off-season.
If you are from the Northeast part of the U.S., odds are that you understand how serious this region takes its sports. If you are from the Philadelphia-area, you know the passion with which we approach our sports. It is far beyond taking it "seriously"--we live it. We see our sports teams in ourselves, and we demand that those fortunate enough to play give us everything that they have to win. Work hard. Think hard. Play hard. Winning is the ultimate destination, but we are far more forgiving of a player who never actually makes it, as long as he throws himself into it while in one of our city's uniforms (Lenny Dykstra, for example) than we are of one who has incredible talent but doesn't understand the psyche of putting the game before himself (i.e. T.O. or Eric Lindros). I think Paul Hagen at Philly.com explains it best by using Raul Ibanez's experience in Philadelphia since he arrived in the 2008 off-season.
From the field: Addressing workforce complexity in your organization
August and September had me on the road quite a bit, talking with procurement, human resources and business leadership about their workforce planning for the coming year. The conversations were very broad and covered multiple topics, but there was one consistent theme: complexity.
Guest post: The rise of the free agent talent pool
We are happy to welcome Crossfire Group's Martin W. Rosenau, President and CEO, and Program Director Ellen Tilley, guest contributors to The Seamless Workforce. Martin and Ellen explore changing employee attitudes, an issue they encounter frequently when coaching professionals who experience early retirement or are the victims of downsizing. ~Mike Zambon
Today's workforce has a limited sense of loyalty toward employers, and many employees lack confidence in their current employment situation. Generations X and Y have been programmed to change jobs, and possibly careers, at least five times during their lifetime. Beginning in the mid-80s, the U.S. has steadily shifted from an employer-centric to an employee-centric culture. This culture is supported by the tax structure where we now have 401(k) plans and self-directed IRAs making our retirement accounts portable. Plus, with the recent debate around health care, there is a move to separate health plans from the employer, making them more portable as well, and further emphasizing this "free agent" culture. Companies are now faced with re-inventing their offering to potential employees beyond retirement and health benefits.
For the "Silent Generation" and "Baby Boomers," it was somewhat of a surprise as 'job hopping' became more acceptable throughout the 90s. Having spent the better part of their careers defining themselves by what they do, these mature workers are challenged to view their contribution to the workforce from a free agent perspective. This challenge carries with it a tightly packaged skill set and rules for where their skills can best be utilized. As a result, this group of employees, now either through layoffs or forced early retirement, find themselves in a never-ending job search. Part of their search criteria is the quality of the health and retirement benefits, where these are diminishing rapidly.
A recent Wall Street Journal article painted a very bleak picture of the older worker laid off for more than a few months, going so far as to say they are seen as unemployable. These workers tend to drop out of the labor pool at the end of their unemployment benefits, not wanting to invest in education to retrain, and frustrated at the loss of options.
The new generation of employee, who have grown up at a faster pace and seen everything in their environment change with advancements in technology, is better equipped to reinvent themselves and repackage their skill sets to be utilized in multiple landscapes. This generation of employee expects to always be moving within various industries and job descriptions.
They come pre-packaged with retirement plans and perhaps soon, health care options. For those of us who serve this community of candidates, it is a time to provide support to help them evaluate their options. Hiring companies, recruiters, career coaches and the like find themselves in the position of managing free agents.
A 'jobless' recovery, or at least a slow growth recovery, requires strategies that allow organizations to collaboratively work with what is likely to be a very robust free agent market for at least the foreseeable future.
~Martin W. Rosenau and Ellen Tilley
Today's workforce has a limited sense of loyalty toward employers, and many employees lack confidence in their current employment situation. Generations X and Y have been programmed to change jobs, and possibly careers, at least five times during their lifetime. Beginning in the mid-80s, the U.S. has steadily shifted from an employer-centric to an employee-centric culture. This culture is supported by the tax structure where we now have 401(k) plans and self-directed IRAs making our retirement accounts portable. Plus, with the recent debate around health care, there is a move to separate health plans from the employer, making them more portable as well, and further emphasizing this "free agent" culture. Companies are now faced with re-inventing their offering to potential employees beyond retirement and health benefits.
For the "Silent Generation" and "Baby Boomers," it was somewhat of a surprise as 'job hopping' became more acceptable throughout the 90s. Having spent the better part of their careers defining themselves by what they do, these mature workers are challenged to view their contribution to the workforce from a free agent perspective. This challenge carries with it a tightly packaged skill set and rules for where their skills can best be utilized. As a result, this group of employees, now either through layoffs or forced early retirement, find themselves in a never-ending job search. Part of their search criteria is the quality of the health and retirement benefits, where these are diminishing rapidly.
A recent Wall Street Journal article painted a very bleak picture of the older worker laid off for more than a few months, going so far as to say they are seen as unemployable. These workers tend to drop out of the labor pool at the end of their unemployment benefits, not wanting to invest in education to retrain, and frustrated at the loss of options.
The new generation of employee, who have grown up at a faster pace and seen everything in their environment change with advancements in technology, is better equipped to reinvent themselves and repackage their skill sets to be utilized in multiple landscapes. This generation of employee expects to always be moving within various industries and job descriptions.
They come pre-packaged with retirement plans and perhaps soon, health care options. For those of us who serve this community of candidates, it is a time to provide support to help them evaluate their options. Hiring companies, recruiters, career coaches and the like find themselves in the position of managing free agents.
A 'jobless' recovery, or at least a slow growth recovery, requires strategies that allow organizations to collaboratively work with what is likely to be a very robust free agent market for at least the foreseeable future.
~Martin W. Rosenau and Ellen Tilley
In case you missed it: Oct. 16
According to the U.S. Department of Labor, there are close to 14 million individuals in management positions today. We know it hasn't been an easy year for you, having had to make difficult decisions about layoffs, restructurings and pay/benefit freezes, so from all of us at The Seamless Workforce, Happy National Bosses' Day!
And now, a quick recap of the interesting discussions and news we've seen over the past two weeks:
Ere.net: You Are The Missing Link From Your Recruitment Process. How important is the human touch during talent acquisition? Many companies have candidates submit resumes online, rarely (or never) respond to candidate inquiries, and don't conduct in-person interviews until the final round. How capable are these organizations of securing top talent?
The Wall Street Journal: Scarred Job Market Expected to Weigh on Economy. According to 48 economists consulted as part of the latest WSJ forecasting survey, the labor market could take years to heal. On average, they anticipate the unemployment rate to peak in February 2010 at 10.2 percent, and say unemployment might not fall below six percent until 2013.
Ere.net: Survey Shows Disconnect Between Workers and Bosses. A survey conducted by Monster and Human Capital Institute offers more evidence of employee dissatisfaction, decreased loyalty, and a disconnect between employer and employee sentiment. Results indicate that many employees think their bosses are taking advantage of the economic situation and using it as an excuse for layoffs and long hours.
And now, a quick recap of the interesting discussions and news we've seen over the past two weeks:
Ere.net: You Are The Missing Link From Your Recruitment Process. How important is the human touch during talent acquisition? Many companies have candidates submit resumes online, rarely (or never) respond to candidate inquiries, and don't conduct in-person interviews until the final round. How capable are these organizations of securing top talent?
The Wall Street Journal: Scarred Job Market Expected to Weigh on Economy. According to 48 economists consulted as part of the latest WSJ forecasting survey, the labor market could take years to heal. On average, they anticipate the unemployment rate to peak in February 2010 at 10.2 percent, and say unemployment might not fall below six percent until 2013.
Ere.net: Survey Shows Disconnect Between Workers and Bosses. A survey conducted by Monster and Human Capital Institute offers more evidence of employee dissatisfaction, decreased loyalty, and a disconnect between employer and employee sentiment. Results indicate that many employees think their bosses are taking advantage of the economic situation and using it as an excuse for layoffs and long hours.
Becoming the workplace of choice
We hear a lot about companies wanting to be the "employer of choice." In its most basic form, this means being able to attract performers better than the competition. But I think this idea of "employer of choice" is changing rapidly into the "workplace of choice."
A few of the factors driving this change:
For human resources this means taking "employer of choice" initiatives and turning them into "workplace of choice" initiatives. It may be subtle to some, but sometimes even just using a different term changes the conversation immensely. How about instead of "We want to be your employer of choice," which sounds final, formal and restrictive, we start by saying, "We want to allow you to experience the full potential of your skills here at XYZ Company. Tell me about your ideal workplace." See the difference?
It also means better managing your workplace to accommodate these changes without exposing your company to undue risk. Going out and hiring everyone as independent contractors isn't the answer (ask FedEx). However, creating ways to better manage your talent inventory and sustain a consistent level of talent throughout your organization will be critical to future success. Sounds like a full time job, right? Can anyone say "Chief Talent Officer?"
A few of the factors driving this change:
- The Freelance Workforce. We've read and heard much about how this group of workers with in-demand, creative or highly specialized skills prefers to be engaged, continually challenged, and on the cutting edge. As we all continue to become more mobile and better networked (both literally and figuratively), this will become the norm rather than the exception. If you haven't assessed this part of your talent inventory, it will be more critical than ever in the future.
- Shortened Product Cycles. With changes to advertising and distribution, speed to market is a critical concern of any company. The skills you need today may change rapidly, and when those changes occur, you need to be able to react quickly. Proactively finding those skills and having them when you need them will be more critical than ever to a company's success.
- Financial Viability. Gone are the days of dizzying amounts of capital flying around new business ventures, or extended lines of credit from the bank. Companies must be able to prove they can quickly react to changes in their industry or the world. Talent is a key component and in the future, investors will be much more involved in the business and in a company's talent strategy than ever before.
For human resources this means taking "employer of choice" initiatives and turning them into "workplace of choice" initiatives. It may be subtle to some, but sometimes even just using a different term changes the conversation immensely. How about instead of "We want to be your employer of choice," which sounds final, formal and restrictive, we start by saying, "We want to allow you to experience the full potential of your skills here at XYZ Company. Tell me about your ideal workplace." See the difference?
It also means better managing your workplace to accommodate these changes without exposing your company to undue risk. Going out and hiring everyone as independent contractors isn't the answer (ask FedEx). However, creating ways to better manage your talent inventory and sustain a consistent level of talent throughout your organization will be critical to future success. Sounds like a full time job, right? Can anyone say "Chief Talent Officer?"
Tech wages hold steady in Q2
In 2001, Yoh created the Yoh Index of Technology Wages, a quarterly report designed to track nationwide changes in employer demand and supply of technology talent. The report is regarded by emerging and Fortune 500 technology companies as a trustworthy guide for determining quarterly salary scales.
The most recent report was released today and found that tech wages remained relatively steady throughout the three-month period, and actually inched up slightly from 31.27 to 32.07 in June, ending 1.07 percent higher than the same time last year. This gradual increase could indicate that a stronger uptick is in store for the second half of 2009. Though in reality, the recession's impact on the workforce may not be complete, and a full economic recovery will be a longer, gradual process.
The report also identified the technology skills that appeared most frequently nationwide. In Q2, these included: biostatistician, clinical research associate, IT security engineer, Java developer, .net/C- developer, network engineer, project manager, quality assurance, SAP consultant, and software engineer.
The most recent report was released today and found that tech wages remained relatively steady throughout the three-month period, and actually inched up slightly from 31.27 to 32.07 in June, ending 1.07 percent higher than the same time last year. This gradual increase could indicate that a stronger uptick is in store for the second half of 2009. Though in reality, the recession's impact on the workforce may not be complete, and a full economic recovery will be a longer, gradual process.
The report also identified the technology skills that appeared most frequently nationwide. In Q2, these included: biostatistician, clinical research associate, IT security engineer, Java developer, .net/C- developer, network engineer, project manager, quality assurance, SAP consultant, and software engineer.
Deflated employee morale, accelerated recruiting, and RPO
These days, we're seeing more and more instances of diminishing employee morale. The workforce slashes that many companies have implemented have had a direct impact on their HR and recruiting departments. I've seen numerous instances where our clients have had to cut staff to the point of there simply not being enough people to complete the work necessary to run an efficient recruitment operation. "Do more with less" is the prevailing mentality, and with recruiting on an upswing in many companies, there simply are not enough hours in the day/week. Employees are losing steam and enthusiasm.
These unhappy employees may have been willing to deal with the unrealistic expectations of their jobs 6-9 months ago for fear of not being able to find other suitable employment options. However, in the near future we're going to start to see a big shift in employees who will leave their current employers when other opportunities present themselves.
For companies in the midst of this situation, adding a partially outsourced solution to complement current recruiting processes is a viable solution and could relieve some of the pressure pushing down on HR/recruitment staffs in-house. Many organizations are slowly starting to build back up, and enlisting the help of a partner can be a major morale lift for a department that might be feeling defeated or stretched beyond capacity.
These unhappy employees may have been willing to deal with the unrealistic expectations of their jobs 6-9 months ago for fear of not being able to find other suitable employment options. However, in the near future we're going to start to see a big shift in employees who will leave their current employers when other opportunities present themselves.
For companies in the midst of this situation, adding a partially outsourced solution to complement current recruiting processes is a viable solution and could relieve some of the pressure pushing down on HR/recruitment staffs in-house. Many organizations are slowly starting to build back up, and enlisting the help of a partner can be a major morale lift for a department that might be feeling defeated or stretched beyond capacity.
In case you missed it: Oct. 2
Nearly 13 months after last year's market crash, we're finally catching glimpses of a light at the end of the tunnel. The pace of layoffs has slowed and in many cases, companies are starting to think about rebuilding their workforces for 2010.
However, now employers may face a new dilemma: the voluntary departure of their employees. With the economy starting to turn around, and companies thawing out from their hiring freezes, the high impact talent that was able to retain their jobs throughout the downturn will be faced with new opportunities for employment. For employers, the challenge will be retaining this critical talent in light of low morale and high frustration. And if those efforts are unsuccessful, the issue becomes how they can minimize the impact on their organizations.
Here are a few places we've seen the discussion brewing over the past two weeks:
Workforce Management: Cultivating Knowledge Transfer. The author highlights how many companies are not prepared to deal with the loss of talent that stems from layoffs, retirement, or other voluntary departures. He goes on to offer steps companies can take to develop sufficient knowledge transfer plans to ensure knowledge retention and continue to meet strategic objectives in light of changes in the workforce.
Brand for Talent: Off-boarding and Your Employer Brand. The post cites news reports that in order to reduce costs, Hyatt fired their housekeeping staff at several Boston area hotels and replaced them with outsourced contractors ... but only after the staff trained their own replacements. The post warns that while outsourcing and other cost-cutting strategies may be necessary in current economic times, the employment brand could suffer severe damage if off-boarding is not handled as carefully as the on-boarding process.
Who Needs Employees Anyway: The Cost of High Turnover. The blogger lists the direct and indirect costs of employee turnover, estimating that it costs nearly 25 percent of a departing employee's salary to replace him/her. That's not to mention the non-monetary costs such as institutional knowledge loss and damaged employee morale and engagement. To combat employee turnover and avoid the associated costs, the blogger suggests conducting regular employee engagement surveys to stay on top of employee sentiment.
MarketWire: New Survey Reveals Rise in Employee Confidence in Q3; Employer Should Brace for High Employee Expectations and Turnover With Economic Recovery. According to the Glassdoor.com Employment Confidence Survey conducted by Harris Interactive, in Q3 employees reported fewer layoffs and other compensation-reducing measures at their companies than in the previous two quarters. Employees also reported higher rates of optimism and confidence related to the future:
However, now employers may face a new dilemma: the voluntary departure of their employees. With the economy starting to turn around, and companies thawing out from their hiring freezes, the high impact talent that was able to retain their jobs throughout the downturn will be faced with new opportunities for employment. For employers, the challenge will be retaining this critical talent in light of low morale and high frustration. And if those efforts are unsuccessful, the issue becomes how they can minimize the impact on their organizations.
Here are a few places we've seen the discussion brewing over the past two weeks:
Workforce Management: Cultivating Knowledge Transfer. The author highlights how many companies are not prepared to deal with the loss of talent that stems from layoffs, retirement, or other voluntary departures. He goes on to offer steps companies can take to develop sufficient knowledge transfer plans to ensure knowledge retention and continue to meet strategic objectives in light of changes in the workforce.
Brand for Talent: Off-boarding and Your Employer Brand. The post cites news reports that in order to reduce costs, Hyatt fired their housekeeping staff at several Boston area hotels and replaced them with outsourced contractors ... but only after the staff trained their own replacements. The post warns that while outsourcing and other cost-cutting strategies may be necessary in current economic times, the employment brand could suffer severe damage if off-boarding is not handled as carefully as the on-boarding process.
Who Needs Employees Anyway: The Cost of High Turnover. The blogger lists the direct and indirect costs of employee turnover, estimating that it costs nearly 25 percent of a departing employee's salary to replace him/her. That's not to mention the non-monetary costs such as institutional knowledge loss and damaged employee morale and engagement. To combat employee turnover and avoid the associated costs, the blogger suggests conducting regular employee engagement surveys to stay on top of employee sentiment.
MarketWire: New Survey Reveals Rise in Employee Confidence in Q3; Employer Should Brace for High Employee Expectations and Turnover With Economic Recovery. According to the Glassdoor.com Employment Confidence Survey conducted by Harris Interactive, in Q3 employees reported fewer layoffs and other compensation-reducing measures at their companies than in the previous two quarters. Employees also reported higher rates of optimism and confidence related to the future:
- 57 percent expect a raise, bonus and/or promotion
- 35 percent expect hiring freezes to be lifted and/or more employees to be hired in their department
- 24 percent expect health benefits and perks that were previously reduced to be restored
- 19 percent expect to look for a new job
September BLS report disappoints
"There is evidence that the longest recession since the 1930s is still inflicting widespread pain." -The Associated Press
Today's Bureau of Labor Statistics' Unemployment Report was a surprise to many who expected the unemployment rate to drop. Instead, this September, the unemployment rate rose a tenth of a percent from August, reaching 9.8 percent. In addition, 263,000 jobs were lost. But rather than view this report as a sign of a prolonged recession, we can regard it as an indication of a weak recovery. The jobs will come; September just wasn't the month for it.
We're already seeing some larger firms beginning to plan hiring surges for 2010. With 15.1 million Americans currently out of work, it's critical that businesses put aggressive and comprehensive workforce and candidate sourcing strategies in place.
The need for employment far outweighs any loyalty a new employee is likely to possess toward their employer. Poor retention rates are likely, as the unemployed (and in some cases, even the employed) jump from job to job to maximize earnings.
Keeping morale high in the coming months will be crucially important. Often, morale is a luxury many businesses don't think they can afford during these budget crises. But this a big mistake: any previous workforce reductions your company made have left you with your A-team. Now is the time to invest in their passion for their jobs and the organization for which they work, and increase the likelihood they'll stick with you through the coming months. By working to improve retention now, you'll be in a good position when the uptick in employment does come. Not to mention, it will help build your employment brand as well.
While the economy does offer some glimpses of a recovery and companies are starting to talk about hiring again, I actually don't see the unemployment rate dropping significantly in the near future. In fact, it may even cross the 10 percent threshold before it begins to decrease. Only time will tell.
Today's Bureau of Labor Statistics' Unemployment Report was a surprise to many who expected the unemployment rate to drop. Instead, this September, the unemployment rate rose a tenth of a percent from August, reaching 9.8 percent. In addition, 263,000 jobs were lost. But rather than view this report as a sign of a prolonged recession, we can regard it as an indication of a weak recovery. The jobs will come; September just wasn't the month for it.
We're already seeing some larger firms beginning to plan hiring surges for 2010. With 15.1 million Americans currently out of work, it's critical that businesses put aggressive and comprehensive workforce and candidate sourcing strategies in place.
The need for employment far outweighs any loyalty a new employee is likely to possess toward their employer. Poor retention rates are likely, as the unemployed (and in some cases, even the employed) jump from job to job to maximize earnings.
Keeping morale high in the coming months will be crucially important. Often, morale is a luxury many businesses don't think they can afford during these budget crises. But this a big mistake: any previous workforce reductions your company made have left you with your A-team. Now is the time to invest in their passion for their jobs and the organization for which they work, and increase the likelihood they'll stick with you through the coming months. By working to improve retention now, you'll be in a good position when the uptick in employment does come. Not to mention, it will help build your employment brand as well.
While the economy does offer some glimpses of a recovery and companies are starting to talk about hiring again, I actually don't see the unemployment rate dropping significantly in the near future. In fact, it may even cross the 10 percent threshold before it begins to decrease. Only time will tell.
Guest post: Recipe for a successful VMS program
Today we're happy to introduce a new guest contributor: Fran Gatto, President and CEO of ABOUT-Consulting. Fran has a uniquely discrete perspective on practices that are best suited to allow an organization to gain insight into specific categories within the 'non-employee' workforce. ABOUT-Consulting has the good fortune of serving clients in multiple capacities, both directly and as a participant in managed programs. We have gained significant value add out of our relationship with Fran and ABOUT, and are excited that she has agreed to contribute to the discussion here on The Seamless Workforce. ~Mike Zambon
We began our involvement from the infancy of VMS to their robust level today. A company who adopts this business model has a great opportunity to reduce their costs, leverage resources, hire great talent, improve communication, streamline accounting functions, and take advantage of economies to scale. All of this is very attractive to multi-department corporations where reducing cost is mandated within the organization.
In order for a VMS to be successful, it is a three-way partnership: the client, the vendor management company, and the vendors supplying the talent. Companies cannot expect a VMS to succeed if there is not a buy-in from the entire company. If the program is driven by procurement, and middle management is not on board, the program is set up for failure.
We have worked with several VMS companies that are fragmented, unorganized, and as I like to say, "perform like hamsters on a wheel." Incomplete and inaccurate job orders, incorrect billing rates, and lack of feedback result in high frustration levels in all organizations. Everyone wants to be successful, and by implementing a simple process with good communication and accuracy, everyone will win.
RECIPE FOR EXCELLENCE IN VENDOR MANAGEMENT
We began our involvement from the infancy of VMS to their robust level today. A company who adopts this business model has a great opportunity to reduce their costs, leverage resources, hire great talent, improve communication, streamline accounting functions, and take advantage of economies to scale. All of this is very attractive to multi-department corporations where reducing cost is mandated within the organization.
In order for a VMS to be successful, it is a three-way partnership: the client, the vendor management company, and the vendors supplying the talent. Companies cannot expect a VMS to succeed if there is not a buy-in from the entire company. If the program is driven by procurement, and middle management is not on board, the program is set up for failure.
We have worked with several VMS companies that are fragmented, unorganized, and as I like to say, "perform like hamsters on a wheel." Incomplete and inaccurate job orders, incorrect billing rates, and lack of feedback result in high frustration levels in all organizations. Everyone wants to be successful, and by implementing a simple process with good communication and accuracy, everyone will win.
RECIPE FOR EXCELLENCE IN VENDOR MANAGEMENT
- Take one good client.
- Add one good vendor management company.
- Stir in a limited amount of good staffing vendors.
- Add clear and concise processes.
- Blend in a cup of respect and dignity.
- Mix in an accurate job order with a fair market budgeted bill rate.
- Fold in an intuitive data input program and reporting system.
- Result: a satisfied client with a high degree of business achievements, a successful vendor management program, and staffing companies who are excited about delivering top talent.
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