While hundreds of thousands of people have faced layoffs over the past several weeks, hiring remains critical in areas such as healthcare (including telehealth), technology, and CPG. Many technology companies that support work-from-home efforts are seeing platform usage rise. Microsoft Teams has seen a 775% increase in usage in areas that are largely affected by the virus.
These hiring shifts present unique circumstances for
managers and recruiters alike, as they attempt to on-board new staff while also
meeting I-9 and E-Verify guidelines. The Department of Homeland Security has
announced that they will temporarily be flexible regarding the I-9 guidelines
for as long as the national emergency surrounding COVID-19 exists or 60 days
from March 20th, 2020 (whichever comes first).
For employers and recruiters who are following COVID-19
guidelines, particularly in regard to limiting physical proximity – ICE is
allowing new employee identity and employment authorization documents to
initially be reviewed without a physical presence. Documents should still be reviewed remotely.
The full press release explains the steps that employers should
take to virtually and then physically examine the documents once normal
operations resume. Please read the official Department of Homeland Security
here for specific employer requirements.
This temporary flexibility for on-boarding only applies to
employers and workplaces who are currently operating remotely and have no
employees physically present and able to inspect I-9 documentation.
This declaration by DHS is an important part of helping the
wider community fill their business needs, without burdening employers and
recruiters with the physical presence requirements.
During this time, Talener is prepared for virtual on-boarding
and is working closely with candidates and clients to help them understand this
temporary on-boarding change.
If you have any questions about on-boarding new employees
during this time, please reach out to your Talener representative. Talener is
proud to support our candidates and clients during this time.
Looking back at the past few years, I can see that I’ve
grown a lot personally and professionally. My time at Talener has been an
experience that has allowed me to become more confident, make decisions, create
my own path, and build relationships with peers, candidates, and some of the
world’s leading companies.
My promotion to Group Manager lets me reflect on the skills
I’ve learned, the confidence I’ve built, and how I want to drive my team into
the future of Talener Boston.
Committing to building long-term relationships has helped me
on both the candidate side and the client side of the staffing business. These
relationships are critical for me to differentiate myself from other recruiters
in the Boston Metro. Strong
relationships build solid foundations, and this is something that I have
continued to learn about during my time at Talener.
Every interaction in creating business relationships is
important. It’s rewarding in so many ways to build strong enough relationships
that foster referrals from past candidates and clients. This is a huge mark of success for me
personally. It affirms that I’ve put in the time and effort to build enough trust
with someone that they are happy to refer me to their colleagues & friends.
The idea of staffing is straightforward – matchmaking
companies to candidates. But the reality
of staffing is that it is a human business where there are complex situations
and emotions that must be navigated daily.
I’ve taken the opportunity to learn how to be creative in my problem
solving and breakdown situations to analyze about how every step affects the
I’ve become more confident in how I make decisions. I know I
can remain calm in high-pressure situations both inside and outside of the
office. Tackling these situations early on in my career at Talener has been
critical to my success.
my new position as Group Manager, I’m looking forward to developing my team’s
individual skillsets as much as possible.
It’s important, and I look forward to promoting members of the
team. I want to manage in a way that
leverages everyone’s strengths to provide the best service; efficiently
delivering results for clients and candidates.
Personally, I am looking forward to building upon my problem
solving and decision-making skills. Being in a managerial position allows me to
take ownership and accountability of a variety of situations which will only
help me grow professionally and develop these skills further.
I have been working towards a management position since my first day at Talener. Experiencing organic career growth first-hand has been extremely rewarding and I couldn’t be more excited to take on more responsibilities.
The Talener New York team recently promoted William Ware to Lead Relationship Manager. William has worked hard to build his personal brand at Talener, and his promotion is a reflection of his hard work, strong character, and desire to grow.
We sat down with William to get his take on his development
and what he’s learned about himself over the past few years.
Looking back on your first day here, how do you think
that you have grown personally and professionally?
Professionally, I have grown immensely – both in staffing
and as a businessperson in general. It
is an amazing opportunity to work with clients; learning how to provide the
best service possible to them. I’ve
truly learned to take myself seriously as their business partner.
Personally, my confidence has grown, and I know that I can
talk to anyone about anything. It makes
it so much easier to keep conversations flowing.
What keeps you going when you’re having a rough week
I tell myself that there are ups and downs that come
naturally in a ‘people’ industry. I remind myself to try and stay on course. There
are also so many ways to contribute to my team positively; so, in a down month,
it’s important to see how else I can be useful to the overall success of my
is one thing that you have learned along your career path thus far that you
wish that you had learned at university or from someone in the professional
world before you started working?
I wish I had learned to handle ups and downs and to not to
be emotional or frantic when something doesn’t go right or when I didn’t get
the result I wanted. I think I’ve learned that if my process, habits and hard
work are constant, the end results will come as well. This took me a long time
to properly learn.
are your keys to success?
I think that there are several keys to success – all working
in parallel. I understand where I need to allocate my time in order to have the
most impact on a day. I have also
learned to truly care about my interactions and the impact that I have on my
clients, candidates, and colleagues.
This drives me to deliver for each of these people. Likewise, I’ve had
great teammates and mentors during my time at Talener, and they have helped me
to find my success.
have your communication skills developed?
I am much more direct now. I believe that people are always
looking for clarity above anything else.
I’ve found that I’m much more personable with candidates than I was at
the beginning. I make an effort to get
to know the person and strive to have longer and friendlier phone calls.
do you deal with potentially uncomfortable situations?
I think the best way to deal with an uncomfortable situation
is to dive in head-first. This is an industry in which you are impacting
people’s lives in a very significant way. There are often difficult or awkward
situations that arise. They cease to be uncomfortable the more that I encounter
Tell me about a time that you dealt with an unexpected
Recently, a candidate verbally accepted an offer and we got
the go-ahead to send them an offer letter. However, between the time of verbal
acceptance and written acceptance, he received a call from his dream company
asking him to interview. We worked with
him so that he could interview for the new position, while continuing to manage
and maintain our current client’s expectations.
Our ability to remain calm about the situation and give
things a chance to work out (when it looked like they wouldn’t), gave us an
advantage. We already had a great
relationship with the candidate, and we showed transparency on both sides. In the end, our candidate accepted our offer
over his dream company.
do you see yourself in your new role as a Lead Relationship Manager?
I’m excited to be a Lead Relationship Manager moving into
2020. It’s going to be a great year of growth for our team and I’m excited to
be a part of that. I look forward to training and working with more new hires
as well as growing our client list. I’ve been able to build great relationships
with those on my team as well as with clients and candidates. I hope to
continue doing that this year.
Building relationships are a cornerstone to creating long-lasting business partnerships. Talener New York’s Malik Gill has learned that firsthand as he has brought his life experiences and Sociology background into Talener’s staffing business. Malik was recently promoted to a Senior Relationship Manager at Talener and he credits his success, in part, to learning how to cultivate better personal and professional relationships. We sat down with him to get more insight about his time at Talener and what he had to do to get to where he is today.
on your promotion! What does it mean for you?
The promotion solidifies my growth over the past year. It means that I have been able to understand my weaknesses and shortcomings in order to refocus my energy and development on turning those flaws into strengths. In reality, growth and learning never stop. The promotion is just a point in time that recognizes my efforts and success thus far.
have you learned during your time at Talener that has impacted you the most?
learned the true importance of the long game. Every phone call, email,
handshake and referral are vital to long-term success. No connection, no matter
how brief, should ever be taken for granted. All the work that I do now comes into
fruition at some point down the line. Every client becomes a candidate and
every candidate becomes a client. Individual conversations affect your brand
both personally and professionally. Plus, they impact your reputation.
new skills are you developing?
and direct communication. Everyone is on the same page when I know how to
explain complex ideas in a clear and concise manner. Additionally, learning to
be honest and transparent during tough conversations is vital.
is some element of personality management in this position. I need to be able to understand why different
people behave the way they do in the search for employment or in search of new
employees. I look forward to growing this skill as I continue my career.
does your professional and personal growth look like?
and professional growth go hand-in-hand. Over the last year, I have become a
better listener. Instead of listening to respond or defend, I’m learning to listen
with the intent to understand what is being said.
has allowed me to learn more about myself, my candidates, and my clients. The
skill of listening is vital to developing relationships and building my career.
a conversation with our CEO Mike Dsupin, you mentioned some things you considered
to be your “keys to success.” Can you elaborate?
think that I can attribute my success during my time here to building good
relationships. I am building different
types of strong business relationships with my client, their hiring team, and
my candidates. If a candidate is comfortable enough to be honest and
transparent with me about their goals, it significantly increases the chance of
me being able to successfully place them in a job.
key to success has been recognizing when I’m not being successful. There was a
period where I just felt off when dealing with candidates and clients. I
wasn’t really taking the time that I needed with them and I was missing
critical details about their searches and their lives.
I was hindering my own success; I wasn’t meeting my own goals or the ultimate goal: finding a job for my candidate. Once I understood this, I was able to consciously slow down and take the time I needed. I chose to dig deeper on phone calls and in-person to develop a trusting relationship. I’ve now seen the results firsthand and my ability to place candidates has increased. Sometimes the key to success is learning why you haven’t been successful.
Determining the rate for consultant work is not as simple as breaking down the annual salary for a permanent employee. If you are looking at hiring highly skilled temp-to-perm staff as part of your team, consider the following before you set an hourly or daily rate.
Accept that you’re paying a premium. The first step in determining the rate is accepting that you’re likely going to pay a premium for the work, particularly in high-demand areas like technology. As the employer, you determine both the contract length and the job security for your contractor. Therefore, skilled & available contractors demand a premium for this lack of control over their job security.
What is your end goal?Are you looking for a seasoned consultant who might consider taking on a permanent position? Or, is your goal to hire an employee who traditionally works permanent positions and is eager to make a temp job, permanent? Advertise your job in a way to attract the type of person that you are seeking. Their background may determine how you approach your rate strategy.
Evaluate your past success with temp-to-perm
employees. If you have used the temp-to-perm model before, take a
closer look at your process. How did it
work out? Were there any surprises during the conversion process? Self-evaluation
is a powerful tool to improve and streamline the contractor & temp-to-perm hiring
Consider the consultant’s added expenses. It’s easy to see your potential cost savings from contract employees in the form of expenses like health benefits or retirement contributions. But your savings are costs that a contractor will likely still need to cover during their tenure with your organization.
Acknowledge what the consultant is lacking. Beyond the added expenses that a consultant
will need to cover, it is also important to recognize that consultants will
lack benefits and perks that permanent employees enjoy; paid vacation days,
paid holidays, paid sick leave, employer contributions to retirement plans,
equity, bonuses, etc.
Your goal is to attract in-demand contract talent who can hit the ground running and solve your business needs now. Attracting this talent goes beyond an the hourly or daily rate. Experienced consultants who are experts in their fields are in high demand. Making a fair contract offer now will not only make the short-term contract look attractive in a competitive market, but it establishes a positive relationship if a permanent position is on the table after the contract.