Save 60% on Recruiting Expenses

A comparison of our firm to a headhunter and a temp agency
shows a dramatic savings of over 60% with our approach to
recruiting candidates for our clients.

Take for example a search to hire a $30,000 per year

1. $6,000 Search Firm Fee – A typical search firm charges
a finder’s fee of 20% or more of a candidate’s 1st year

2. $5,000 Temp Agency Fee – A typical temp agency offers a
13-week contract (520 hours) and allows a company to “buy
out” the contract at any time by paying the balance of the
13 weeks not worked, which is referred to as “temp to
perm.” Because of the mark-up utilized by a temp agency,
these 520 hours represent about $5,000 for this $30,000
position. The result is that agency fee greatly exceeds
the direct cost of hiring an employee.

3. $1,250 to $1,875 Investment – If our firm conducted the
search and spent our typical 10 to 15 hours on the search
at an hourly rate of $125 per hour, a client would have a
60%+ savings compared to the fees of a search firm and a
temp agency.

We recently hired a $100,000 executive for a client and
the search took 13 hours (i.e., $1,625) to complete. A
headhunter would have charged $20,000+ for the search.
The savings to our client in this case was over 80%.

HR POINTER: What most companies don’t realize is that
search firms and temp agencies have EEO constraints that
seriously limit their ability to sift out candidates who
don’t meet specific job needs. As such, they are often
obligated to submit candidates to a company who clearly
don’t meet the company’s needs.

In comparison, our firm acts as a consultant to management
in the search process. As such, our interviewing service
does all the behind the scenes work of reviewing dozens of
resumes and conducting phone interviews. Then, we deliver
to the hiring manager the top 3 to 5 candidates for
face-to-face interviews.

The result of our service is that the Time-to-Fill Ratio
is a matter of a few weeks, compared to a few months if
the company conducts the search on its own.

For a complete overview of our interviewing service,
please view our webpage below:


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Using Pay to Manage Employees – A Huge Mistake

There are far too many managers who believe in the power
of salary, benefits, and incentive plans to manage their

Let’s face it, managing is tough work not because of all
the actual To Dos of the job, but because it requires
interpersonal and other soft-skills to develop positive
relationships with employees.

It is these positive relationships that create the
engagement that companies desire in their workforces.

Yes, there are those “lone wolf” salespeople who are
internally driven by those external pay plans and just
want to be left alone to do what they do best, but they
are the exception, not the rule.

The “2018 Global Talent Trends” by Mercer revealed that
there are 3 major trends driving employees today:
#1 Flexibility in schedules.
#2 Workplace wellness – physical and financial.
#3 Working with a purpose.

Additionally in May 2018, MoneyTalksNews identified 14
items, not prioritized, that employees look for in a
#1 Flexible hours.
#2 Clear communication.
#3 Common sense.
#4 Fair treatment.
#5 Loyalty and support.
#6 Advancement ability.
#7 Telecommuting options.

#8 Parental leave policy.
#9 Paid sick time.
#10 Up-to-date technology.
#11 Good health insurance and benefits.
#12 Vacation and paid days off.
#13 Retirement plan.
#14 Competitive compensation.

The lists above identify the need for some level of basic
financial security from a company, but it is not these
external items that drive retention. Research has proven
that the single biggest retention factor is the
relationship that an employee has with his/her immediate

As such, managers have to stop relying on salary and
variable pay plans to create engagement and realize
that the vast majority of employees value the social
rewards (i.e., recognition, a thank you note, special
projects, etc.) of a job more than the tangible rewards.


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