Hampton Roads
Employment News
Volume 24 December 2009
6 Ways to Speed up a Slow Moving Client
UI Rates to Increase 100-300%
Age Discrimination
Contingent Workforce Assessment
6 Ways to Speed up a Slow Moving Client
 
We have all experienced this frustrating scenario before; you have a candidate in process for a search, the candidate is interested, the client seems interested, things are looking good. And then all of a sudden, the client goes dark. He stops returning your calls or starts dragging his feet regarding a decision. Here are 7 things you might try in a situation like this:
 

1.Make the client aware that the candidate has other interviews in process. I usually say something like this; "Mr. Client I need to let you know that the client may very well have other interviews in process at this time...". Even if the candidate has told me that he does not have other interviews in process, I still say this. The reason is that I said the candidate, "may" have other interviews going. Truth is, he might, there's no way for me to know for sure.

 

2.Submit written references for this candidate. This is a judgment call in terms of managing your time but if you are deep into the interview process, sometimes this is the "jumpstart" that you need to get the client to pull the trigger.

 

3.Ask a question that demands a quality answer such as, "Assuming things go well on this final interview, when will the offer be generated?

 

4.Let the hiring manager know that the candidate is evaluating the manager's decisiveness and management style. This is true and may give the manager some perspective on how his behavior looks from the outside.

 

5.Let the manager know that the longer it takes to reach a decision, the less likely it is that the candidate will be excited about the offer. Just like if you asked someone to marry you and they took three weeks to get back to you with an answer, you would likely second guess whether it was a good idea yourself.

 

6.Last resort; Have the candidate call the client. If you really are not getting anywhere and you have nothing to lose, you might subtly suggest to the candidate that he should give the manager a call.

 
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Reliance Staffing Services would like to wish you and your family a safe and joyous holiday season.  We are thankful for your business and grateful for the jobs created through mutual efforts.   
State Unemployment Rates Increasing 100-300%
 
As your business partner, Reliance Staffing Services is committed to not only providing you with the best staffing solutions, but to also provide you with timely updates on issues that may affect you business.  Please click here to view a copy of an unemployment brief from TALX, one of the nation's leading payroll tax advisors.
 
Experts are predicting that unemployment taxes will double or even triple over the new three to five years.  As you begin to plan for 2010 and beyond, we hope you find this information helpful.
 
If you have any questions, or would like additional information this issue, please contact me at [email protected]. 
Notes on a Napkin Prove Messy for Employer in Age Discrimination Case
Comments made during a termination meeting and notes on a napkin sealed an employer's fate in an age discrimination case. The typically conservative United States Court of Appeals for the Fourth Circuit has ruled that a fifty-eight year old executive who was fired after seventeen years with a Virginia manufacturing company is entitled to a jury trial on his claim that the company discriminated against him in violation of the Age Discrimination in Employment Act ("ADEA"), (Inman v. Klockner Pentaplast of America, Inc., 4th Cir., No. 08-1882, unpublished opinion 10/22/09).
 
The questions before the court were (1) whether the plaintiff's evidence showed that he was meeting legitimate expectations and (2) whether the plaintiff had established that Klockner Pentaplast of America's ("KPA") proffered reasons for his termination were pretextual. As to the first question, the court concluded:
 
  • There was evidence that showed that the plaintiff was adequately performing (he received bonuses every year).
  • The plaintiff was singled out for praise by the president at a company gathering, just a couple of weeks prior to being fired. 
 
On the second question regarding pretext, in finding for the employee, the court relied on the following evidence:
  • The plaintiff was replaced by a forty-five year old who had been vice president of operations.
  • Comments made by the president when he terminated the plaintiff such as he "did not fit the model" or "profile" of the "energetic" person who needed to project KPA as a "revitalized company."
  • A few months prior to the termination, KPA hired a consulting company. The consultant requested that a task force be assigned and that task force should be comprised of "young, energetic, and future people." In a meeting with the consultant, KPA's president and vice president of operations (who replaced the plaintiff) both made notes of the meeting. The president's notes were on a napkin and included "Young, energetic" and the VP's notes stated "KPA team-young-energetic, future people."
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We take pride in knowing that we provide our clients with the most skilled and knowledgeable employees through programs that are custom designed for your firm.
 
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Comments 
"We have found a valuable partnership for Safco; working with Reliance Staffing. You take care of your customers and your people in the most professional way. You should be quite proud of the accomplishments you have provided for SAFCO. Thank you for your hard work and dedication. Safco looks forward to working with you for years to come."
 
Scott Bauer, Regional Distrbution Manager      
SAFCO