Celebrating 47 Years of Staffing Excellence |
|
Economic Uncertainty Fuels Increased Staffing Service Usage
|
Temporary workers are typically the first to be laid off in a recession, but also the first to be brought on in the early days of a recovery as companies remain wary. In April, employment for temporary workers fell 29%, compared with a 13.7% drop for U.S. payrolls overall, according to the Labor Department. In June, however, the number of temporary workers increased 7.1%, versus 3.6% for all U.S. payrolls.
Paul Davidson – USA Today
|
|
|
|
NLRB: Browning-Ferris NOT Joint Employer of Union Workers
|
At the end of July, the National Labor Relations Board (NLRB) ruled that the Obama-era standard that lowered the bar for determining if a company is a joint employer (which was articulated in the NLRB’s 2015 decision in Browning-Ferris) shouldn’t have been applied to Browning-Ferris.
|
|
“Upon careful consideration, we find that retroactive application of any clarified variant of the new joint-employer standard in this case would be manifestly unjust,” the board said in its ruling.
The board reinstated a regional director’s 2013 finding that staffing firm Leadpoint was the sole employer of the subcontracted workers at Browning-Ferris’ recycling facility in Milpitas, California, and therefore Browning-Ferris is not required to bargain with the union that represents the staffing firm workers.
Earlier this year, the NLRB finalized a regulation that set a new legal test for determining joint employment, eliminating the more anti-business standards from the Browning-Ferris case. The NLRB’s new formulation of joint-employer liability requires that a company exercise “substantial direct and immediate” control over the most important elements of a worker’s job, like discipline or hiring and firing, to be considered the worker’s employer.
|
|
Congratulations to Amanda Staab in Flex-Staff's Manitowoc office on her promotion to Senior Staffing Specialist!
|
|
|
Restarting the Economy DOs and DON'Ts |
DO bring laid off employees back as quickly as possible (and financially feasible). The more people who are working, the greater the potential market for your company's products or services.
DO support local businesses whenever possible for both personal as well as corporate purchasing. This helps keep Wisconsin companies in business (which may also buy from your company).
DO look for ways to increase profitability by increasing efficiencies in your employees and your processes.
DON’T make too many speculative investments, or rack up debt. Yes, purchasing fuels economic growth, and investment in technology can increase efficiency, but credit card debt and sustained interest payments create other issues that can lead to financial instability in the long run.
DON’T expect every industry to bounce back (at least not quickly). Recognize that your company may need to adapt and offer different products or services to remain viable and profitable.
DON’T get discouraged. Economic recovery isn't always quick or easy.
|
|
Governor Evers “Emergency Order #1,” which went into effect on August 1st, 2020, mandates the wearing a face masks indoors if an individual is in an enclosed space other than a private residence, and another person or persons who are not family members of the individual’s household or living unit are present in the same room or enclosed space. This order is currently scheduled to expire on September 28, 2020, unless there is a “subsequent superseding order.”
All Flex-Staff offices are complying with the language of the order, and ask that all visitors to our offices wear appropriate face coverings unless they fall into one of the exempt categories listed in the emergency order.
This order means that Flex-Staff’s assigned employees are also required to wear masks in most situations (described above) while on assignment to our client companies. While we understand the inconvenience this causes, we recognize that it is not only mandated by executive order, but also presumably for the greater good. Hopefully by taking these measures to reduce the spread of COVID-19 things will return to normal sooner than they may have otherwise.
|
|
|
Five Tips for Managing an Under Performer
Here are five things you can do to help remote under performers improve their game.
Revisit your expectations - Take the opportunity to reconsider what you want most from the employee, and why you feel you’re not getting it. If you suspect the under performer’s difficulties come from insufficient experience, specific skill deficits, or a lack of business or organizational acumen, consider whether they need training, or to partner with a more experienced colleague.
Learn more about them - Even if they’ve been on your team for a while, it’s important to ask about their goals and what they care about, as these things change as circumstances evolve.
Level with them and be specific - Many people who aren’t doing well have a vague feeling that something is wrong, but don’t really know which of their behaviors aren’t working. For example, telling a team leader that they need to “be a better listener” doesn’t help them understand specifically what they need to do differently. It’s much more helpful to explain that when they turn away during video conferences or change the subject while team members are speaking, the team loses trust and confidence in them. This type of feedback gives them the opportunity to actively practice modifying those behaviors.
Help them learn how to improve their own performance - As much as possible, use questions to encourage them to self-diagnose and to project into their own future: “How will this experience set you up to do better in the future?” I often ask coaching clients “Why do you think I’m asking you this?” to encourage them to reach their own conclusions, rather than telling them what I have observed, which doesn’t trigger the same kind of “aha” that self-discovery does. This will help you avoid micromanaging, which is a significant temptation when you’re trying to be extremely clear about expectations.
Stay in close enough contact - After you’ve given an employee candid feedback and they don’t hear from you, they can start to worry that you’re ignoring them because you’ve written them off, and their performance can deteriorate further. Schedule regular meetings to talk about their progress.
Liz Kislik – Harvard Business Review
|
|
Kira Wunder
Staffing Specialist
Fond du Lac
2 years
|
|
Nancy Kucksdorf
Administrative Support Specialist/Payroll
Headquarters
24 years
|
|
Rachel Galetka
Senior Staffing Specialist
Eau Claire
17 years
|
|
|
|
INGREDIENTS:
1 16-ounce box spaghetti noodles
1 (12.8-ounce) package smoked andouille sausage, thinly sliced
1 large onion, thinly sliced
3 cups halved grape tomatoes
2 cups fresh basil leaves, loosely packed
4 cloves garlic, thinly sliced
Kosher salt and freshly ground black pepper, to taste
1 cup grated Parmesan
|
|
|
DIRECTIONS: In a large stockpot or Dutch oven over medium high heat, combine spaghetti, sausage, onion, tomatoes, basil, garlic and 4 1/2 cups water; season with salt and pepper, to taste. Bring to a boil; reduce heat and simmer, uncovered, until pasta is cooked through and liquid has reduced, about 8-10 minutes. Stir in Parmesan. Serve immediately.
damndelicious.net
|
|
QUOTE
You can’t calm the storm, so stop trying. What you can do is calm yourself. The storm will pass. – Timber Hawkeye
|
|
|
|
|
|
|
