Creative Staffing Solutions:

A Pipeline of I-Iuman Assets

Finding the talent, competence, and expertise needed to operate abusiness, run a project, or grow a company is always
achallenging job. In the recent labor market, even with an economic downturn, firms have had difficulty finding enough
employees who are skilled in specific areas such as management information technology, software programming, and
technical sales.
There are also firms interested in attracting people willing to work part-time or on a temporary basis to develop
and complete a particular project. A temporary work basis differs from "traditional" temporary assignments, which
often last a week or two while a permanent employee is ill or on vacation. Instead, some companies want people who
can stay on the job for six months or a year. ''-'' > , . , . , , , , . . . , -
Creative Staffing Solutions (CSS), a temporary and alternative staffing firm, provides workers to companies.
"Temping," as it used to be called, is a $40 billion industry as more and more companies turn to staffing agencies for
help. Companies are willing to pay for these employees. "For high-tech workers, this is an employee's market," notes
Marc Brailov of the American Electronics Association. "It is very important for Internet companies to create and offer
incentives to attract and retain employees." That's where Creativ'e Staffing Solutions (CSS) comes in.
CSS, a minority-owned firm founded by Mel Rhone, now has clients ranging from small companies to large organi-
zations such as AT&T, Hershey's, and Lockheed Martin. CSS specializes in finding IT professionals, engineers, com-
puter programmers, and other high-tech workers for its clients. On one side of the process, a CSS manager meets with
and interviews the HR manager at the client finn to determine the firm's needs. On the other side, CSS managers screen,
interview, and test prospective job candidates' work history, grammar, spelling, math, computer skills, and so forth. CSS
makes it possible for job hunters to post their resumes on the CSS Web site, where staffing managers' can review them.
In addition; CSS's staffing managers peruse Internet job sites in search of potential matches.
According to CSS managers, the alternative staffing solution meets the needs of both the company and the worker.
Finns obtain screened, highly skilled, and m~~vated workers for a designated period. Currently, many high-tech firms
prefer to hire temporary workers. They like to hire people to immplete a specific project, such a'sdevelopment of a new
computer system. Workers also benefit. "You get to make your own schedule," remarks CSS staffing manager J oy
Thomas. Because CSS tests and trains candidates, people who want to improve their job skills can find plenty of oppor-
tunity through the company. Some workers are looking to change car~ers but are afraid to make atotal. commitment with-
out knowing whether they will like the new field. Filling a temporary position can' give them a good taste for what the
field will be like. Occasionally CSS sends aworker to fill one temporary position at a company, and the person moves
on to a completely different job at the finn. The arrangement gives both parties convenience and flexibility.
Rhone foresees a future in which temporary and alternative staffing will be routine in American industry, and he
wants his company to be ready to grab every opportunity that comes its way. A study by the National Association of
Temporary and Staffing Services found that 90 percent of companies surveyed employ temporary help. "Companies
are incorporating temp workers in long-term plans, whereas 15 years ago they used temps just to fill occasional
holes," rcmarks Richard Wahlquist, executive vice president of the association. The same holds true for today's
t .
t " urkers. "The way Am.ericans s~ek work hasfundainentally shifted-~o many young ad~lts look to temp agencies
{&st, to get a taste of different fields, that we are a central part of the J ob search process, says WahlqUist. Creative
lStaring Solutions intends to remain part of the process as well.
f"
riscussion Questions
~.
1 , L How can Creative Staffing Solutions create a learning environment for job candidates before they accept a position
f:' or while they are between positions? . .., .
2. What type of job candidates would use the temporary J ob support and servICes proVided by a firm like CSS?
~3. What difficulties might Creative Staffing Solutions have to deal with in using electronic job and resume posting?
t
Mr. T,arachand has been working for five years with present compan),
as 'data processing analyst'. He was anxiously looking for an opportunity
to seek. promotion to the first line supervisory position ever'since the
corporate office announced amerit promotion scheme for this organisation
as well as other units ..
As a part of this scheme Mr. Tarachand was selected as a trainee
to participate in the company's Supervisory Development Prcigramine.
This programme had a duration of six months and was conducted as the
in-company programme. The participants were required to attend this
programme thrice a week in the afternoon. Lectures and supervisory
development exercises constituted the methodology of the programme.
Mr. Tarachand was very much excited about the programme. and
was eagerly waiting for its commencement. He knew that a good
performance in this programme would almost guarantee the much valued
promotion.
As the programme finally commenced. Tarachand became mentally
set to make aH out effort to do well and emerge as an outstanding
participant. He cut down his social commitments and .started studying
throughout the day on Sunday and till late hours during nights on
working days.
One month after its commencement, Tarachand took his first
periodical test. He had studied hard and was enjoying the concepts he
was learning. Tarachand had always been a good student throughout his
high school and college career. So he expected. to do well in this test.
This test and oth~rs to follow in this programme were obviously far more
important to him than his school and college examinations.
The results in these test~were to open his path to the coveted career
in management. The results of the first examination were communicated
to the participants four days after it was given. In all four grades .. A+. A.
B+. B could be eamed by the participants and Tarachand got the B grade.
Tarachand w~s obviously upset by the result. He was depressed. He
was at a loss to fInd why he had done so poorly on this test even though
he. was thoroughly prepared. He desperately commented. "How could
th1s happen .w~en I always did well on tests ,in the School and College
days?" .
In the following two weeks after first test. the programme coordinator
found that Tarachand missed three sessions. He had never done so before
the te.st. In the .two sessio.n~ he a~tended. he was found to be lacking in
~ttentlOn and d1d not parttc1pate In the exercises. He did not take hotes
In the lectures.
Questions
J. What needs Tarachand wanted to satisfy?
3. .What the c!!urse coordinator should do to motivate Tarachand?