The NYSA News
Feb. 10, 2015

Staffing employment up 6.7 percent from a year ago
American Staffing Association
Temporary help employment showed little change from December 2014 to January 2015 (-0.1 percent), and was 6.7 percent higher than in January 2014, according to seasonally adjusted data released today by the U.S. Bureau of Labor Statistics. Year-to-year staffing job growth averaged 5.7 percent in 2014, compared with 4.9 percent in 2013, including the impact of the annual BLS benchmark process.More

Temp staffing revenue growth holds steady in December, Pulse finds
Staffing Industry Analysts
US temporary staffing revenue rose a median 10 percent year over year in December among staffing firms taking part in Staffing Industry Analysts’ monthly Pulse Survey. The year-over-year pace is unchanged for the third consecutive month. “The results suggest a relatively strong finish to 2014, with healthy year-over-year revenue growth reported in most segments in December,” said Research Associate Ziv Tepman. “At the same time, the proportion of firms reporting an upward trend in new order activity was not quite as high as we saw in the summer months.”More

An ounce of prevention: Protecting your staffing firm from liability claims
The Staffing Stream
When you own or operate a staffing firm, managing challenges is part of your job. Sensitive employment scenarios like these must be addressed quickly and correctly to enhance compliance, minimize liability and create the best outcomes for all parties involved. New laws and an increasingly vigilant EEOC have made it more difficult – yet more important – than ever to protect your organization.More

Staffing firms pay scales show 'slack' in the labor force
Staffing Talk
While 2014 was the strongest year for hiring and job gains since the 2007-'09 recession, economists say the fact that there haven't been corresponding wage increases, including at America's largest staffing firms, shows there is still "slack" in the labor force. Rising demand for temporary employees at light assembly jobs and distribution centers helped drive a 7 percent gain in Kelly Services' fourth quarter U.S. revenues, up from 3.6 percent in the third quarter. But that increasing demand has not yet translated into substantial wage gains for workers, because "the supply of unskilled labor is still pretty plentiful,” according to Kelly’s Chief Operations Officer George Corona in a Fortune/Reuters report.More

Is job hopping losing its bad rap?
People used to frown on hopping from job to job. If you were a career nomad, hiring managers were liable to dismiss you as damaged goods. Maybe you didn’t play well with others or you slacked off on your duties. Perhaps you just couldn’t hold down a job. Today that logic is as outdated as not being a job gypsy. If you haven’t noticed while cruising LinkedIn for your next opportunity, switching jobs every few years is the new norm nowadays. And a recent employment survey recently conducted by Accountemps only affirms the growing career chameleon trend.More

Exploring employee referral programs: Big talent pool, short timeframe
When it comes to sourcing candidates, a solid employee referral program (ERP) is one of the most effective places to start. Jobvite discovered that implementing a strong employee referral program in its recruiting process increased employee satisfaction. It also found that 46 percent of employees hired via referral stay for more than a year, 45 percent stay beyond two years, and 47 percent stay for more than three years. With numbers like these, it makes sense for all employers to explore ERPs more thoroughly.More

Passive candidates: Valuable, but they're not passive nor candidates
Using the term “passive candidate” is just wrong for so many reasons. Once you understand the proper name to call them, you still have a major problem because “not-looking top prospects” can simply never be reached through normal recruiting channels (because almost all of these approaches are designed for prospects who are “actively” looking for a job). There are four key realizations that recruiting leaders must accept if they expect to have any real chance to land these highly desirable “not-looking top prospects.”More