A.R. Mazzotta - Connecticut Employment Specialists

Earlier this year, President Obama signed an executive order creating an initiative to “promote the federal workplace as a model of equal opportunity, diversity and inclusion.”  While this order applies specifically to the federal government as an employer, it drives home the importance of workplace diversity for all American organizations.

Promoting diversity in the workplace is vital for a number of reasons:

• It helps organizations actively identify and remove barriers to equal opportunities in all aspects of employment, including recruiting, hiring, promoting, retaining and developing professionals.
• It improves workplace cultures and team performance, by helping employees and managers alike to overcome long-held stereotypes and misconceptions.
• It encourages employers to develop and retain diverse, competitive workforces that draw on the talents of all parts of our society.

But while today’s typical workplace may be generally more welcoming and accepting than one of generations past, many employers and workers still struggle with issues of diversity and tolerance.  For a variety of reasons, employees still feel excluded from certain occupations – regardless of their qualifications and experience.

The harsh reality?  Discrimination on the job occurs every day.  Factors such as age, race, gender, sexual preference and religious affiliation still influence recruiting, hiring, promotion and daily interaction in the workplace.  The good news is, you have the power to change this reality.  In addition to providing diversity training for your employees, use these ideas to help improve and promote diversity in your workplace:

Formalize anti-discrimination policies. Make it clear to all employees that discriminatory hiring, promotion and other practices will not be tolerated.  If you haven’t already, formally introduce, implement, enforce and update clear anti-discrimination policies.  Countless resources are available online, such as the U.S. Small Business Administration’s website.  Their site provides guidance to help you add anti-discrimination policies to your employee handbook.

Establish responsibility and accountability. Diversity promotion and training usually falls to HR.  If no such department exists, create a committee to help implement the policy you develop.  Encourage members to continually develop new ideas on how to attract more diversity to your company.

Reach out to local organizations. Take a look at your existing workforce.  Does it resemble the communities in which you operate?  If not, develop a hiring strategy that allows for greater inclusion and representation.  Talk to community leaders from churches, cultural institutions and colleges.  Ask them to help you better connect with potential candidates who are under-represented in your workforce.

Ask employees for referrals. Your current staff may have peers in the industry or know qualified candidates who may be looking for work.  The referring peer can help your new employee more easily adjust to his new work environment, especially if he is part of an under-represented group.

Expand your reach. Appeal to a wider audience by participating in job fairs and career expos.  Make available postings more attractive to diverse job hunters by emphasizing details that will attract them.

Offer benefits that appeal to a diverse workforce. Demonstrate your willingness to hire from all segments of the workforce by offering programs such as:

• onsite daycare
• flexible work schedules
• job sharing
• childcare subsidiaries
• religious holiday accommodation
• diversity-friendly (but office appropriate) dress codes

Support new hires. As you develop a more diverse workforce, make sure the new employees you hire feel welcomed and valued.  The first few weeks can be challenging for a new employee, so do what you can to help him get acclimated.  Pair him with a mentor to help him develop new working relationships, and clearly communicate opportunities for advancement.  Show him that he has a future in your company and he’ll be much more likely to stay.

A.R. Mazzotta understands and promotes the value of diversity in the workplace.  We are certified by the State of Connecticut Supplier Diversity Program as a Women Owned Small/Minority Business Enterprise. This enables businesses utilizing our services to meet contract supplier diversity requirements as well as build stronger communities.  We are also an Affirmative Action-Equal Opportunity Employer, helping all job seekers find rewarding employment opportunities.

If you’re a Connecticut employer who checks candidates’ credit as a part of your screening process, you may be breaking the law.

On July 13, Connecticut’s Governor signed S.B. 361 into law.  It went into effect just a few days ago, on October 1, 2011.  This new law bars mandatory consent to credit checks by employees and applicants for all but a few types of employers.  Since then, California has also banned most employers from running credit checks on job applicants, and at least five more states are also considering similar bans.

What does Connecticut’s new credit screening law mean for your business?

In a nutshell, the law (PA 11-223) prohibits most employers from using credit reports in making hiring and employment decisions regarding existing employees or job applicants.  Major exceptions to the law are:

• financial institutions as defined under law;
• credit reports required to be obtained by employers by law;
• credit reports that are “substantially related to the employee’s current or potential job.”

“Substantially related” reports are allowable only if the position:

• is a managerial position that involves setting the direction or control of a business, division, unit or an agency of a business;
• involves access to personal or financial information of customers, employees or the employer, other than information customarily provided in a retail transaction;
• involves a fiduciary responsibility to the employer, as defined under the law;
• provides an expense account or corporate debit or credit card;
• provides access to certain confidential or proprietary business information, as defined under the law; or
• involves access to the employer’s nonfinancial assets valued at $2,005 or more, including, but not limited to, museum and library collections and to prescription drugs and other pharmaceuticals.

Although the use of credit checks as an employment screening tool has grown over the past several years (with some 60 percent of employers using credit reports for some or all of their background checks), this practice will now be illegal for most employers.  In the future, it will be interesting to see if and how this ban will help people with financial problems find employment.

What is your take on our new credit screening law?  Will it affect the way you screen and hire candidates?  We at A.R. Mazzotta would like to know.  Please leave your comments below.

Great staffing results don’t happen by accident.

They occur when smart people (like you) invest in creating the best possible relationship with a quality staffing firm (like A.R. Mazzotta).  Don’t leave your staffing success to chance.  Use these 10 ideas to achieve better staffing results:

1. Give temporary employees formal job descriptions. Job descriptions should be well-defined, prioritized, current and submitted in writing to your staffing firm.  They should include your expectations in terms of candidate abilities and experience, along with specific performance goals and standards.
2. Give your staffing service as much lead-time as possible. This will optimize your chances of finding an ideal candidate for the assignment and may give you more than one suitable candidate to choose from.  And when lead-time isn’t an option, let your staffing provider know which skills and traits are most critical for the assignment.
3. Be mindful of cut-rate deals. People – including temporary employees – are your organization’s most important asset.  They should be viewed as an investment, not an expense.  When it comes to staffing, you get what you pay for, so work with a staffing service that takes the time to fill your needs correctly.
4. Train your staffing services representative. Educate your staffing representative on your company’s mission statement, goals, culture, history and current performance.  Tell them what types of work styles or personalities will fit best in your organization.  Familiarizing your representative with your company’s needs and preferences helps your staffing partner become a more knowledgeable extension of your human resources department.
5. Take full advantage of your staffing vendor’s resources. Invest a little time to learn about your staffing firm’s full range of capabilities and value-added services (such as skills training), so you can take maximum advantage of their resources.  A good service can provide not only qualified candidates, staffing flexibility and cost savings, but staffing expertise and employee relations support as well.  To learn more about your staffing service, request a tour or a capabilities demonstration.
6. Set clear expectations. Establish mutually agreed upon expectations for interaction with your staffing supplier at the beginning of your relationship.  This may include order-placing procedures, appropriate quality control checks and feedback methods.  Setting expectations will ensure clear communication and expedient service.
7. Benchmark performance. Find out what tests candidates are required to take at your staffing firm.  When candidates are referred to you, ask what their test scores are.  Establish preferred scoring levels for placements within your company, using your own employees as benchmarks.  Additionally, encourage your temporary employees to take advantage of training available at the staffing firm.
8. Provide feedback. Maintain an ongoing dialogue and honest relationship with your staffing contacts, keeping them abreast of changes in your company.  Provide feedback on their service and the performance of their temporary employees.  Meet regularly to obtain their input on what you can do to improve the quality of service and placements.
9. Create a partner in your success. Consider involving a staffing firm in your company’s business planning.  For example, you might include your staffing representative in an annual meeting to plan staffing strategies.  Staffing experts can offer valuable insight regarding the possible uses of strategic staffing to meet your needs for workload variations, new hires and completing special projects.  They can also offer valuable market data to help you retain key employees.
10. Reward results. High quality staffing firms focus on more than filling orders.  They want to help you save time, lower expenses and get work done.  When you find a vendor who does a great job, look for opportunities to enhance the relationship.  Invite them in.  Challenge them to help you solve problems.  See what you can do to reward their good results.  Not only will you make your top vendor happy, you’ll increase their commitment to your success.

What can A.R. Mazzotta do for you?  Give us a call.  Together, we can explore opportunities to enhance your staffing results by:

• identifying inefficiencies where work could be performed at a lower cost;
• providing access to highly skilled and diverse candidates seeking temporary, contract or direct employment;
• offering the staffing flexibility you need to stay fluid during economic challenges.

The staffing industry is not what it used to be.  In decades past, employers typically viewed staffing services as a “necessary evil” – a last resort when a low-level employee called in sick.

But not anymore.

Today’s staffing industry is comprised of diverse, robust organizations whose services can greatly enhance your company’s productivity and profitability – even in a tough economy.  Still, a significant portion of the business community doesn’t really understand what we do, or how we do it.

So if you think that staffing services are too expensive, or that you can’t find an ideal candidate through an employment agency, take a read through this quick post.  It debunks five common staffing myths:

Myth #1:  Staffing firms are too expensive.

Fact: If you focus solely on bill rates and placement fees, you may conclude that staffing services are more expensive than a DIY staffing approach.  In reality, staffing firms can actually save you money.  You can leverage their recruiting expertise and economies of scale to quickly and cost-effectively access the talented candidates you need.

You can also reduce overtime, training and payroll administration expenses by using temporary employees to handle your extra workload.  Additionally, staffing experts can show you how to lower your labor costs by reducing your core staff to meet the low end of your production cycle, and then bringing in supplemental help for busier times.

Myth#2:  Temps are all secretaries.

Fact: Temporary employees now work in virtually every industry and increasingly include highly skilled professionals.  In additional to administrative and industrial workers, staffing firms now regularly supply medical, technical, legal and executive-level professionals to tackle mission-critical projects.

Myth #3:  You can’t hire a good employee through a staffing firm.

Fact: Staffing firms use rigorous screening, interviewing, skills testing and background / reference check processes to ensure the quality of talent they supply.  And unlike an individual you recruit on your own, a staffing service’s candidate comes with a guarantee.

Myth #4:  Staffing firms only provide “temps.”

Fact: Today’s staffing suppliers offer a wide variety of services that can be customized to suit your workforce needs, including:  temporary help, direct hire, temp-to-hire, contract staffing and payrolling services.

Myth #5:  Temps are only good for “fill-ins.”

Fact: Beyond filling in for vacations or illnesses, employers regularly use temporary and contract employees to: provide extra support during busy times; staff special short-term projects; access specialized talent; evaluate talent for permanent positions.

The Truth about A.R. Mazzotta Employment Services

The truth is, A.R. Mazzotta can certainly fill your last-minute staffing needs.  But we can do so much more for your business!  With over 40 years of experience serving Connecticut employers, and a full complement of staffing, recruiting and HR solutions, we can help you use staffing to reduce overhead, complete critical projects and cost-effectively recruit top talent.

What can A.R. Mazzotta do for you?  Contact us today.

Once you’ve determined that it’s time to hire, you face another critical decision:  should you do it yourself, or work with an experienced recruiting service like A.R. Mazzotta?

It would be easy (and logical) to use this question as a launching pad for a sales pitch.  The true answer, however, is more complex.  What’s right for one employer, under a certain set of hiring, employment and market conditions, is not necessarily right for another.

So how do you decide if you should hire on your own, or partner with a recruiter?  Here are a few critical questions to consider:

Evaluate Your Current Hiring Practices

• How do you typically hire personnel?  Have you always done it yourself, or do you have a good working relationship with a recruitment firm?
• How much do you really spend on hiring on your own? Be sure to consider HR time, legal costs, management interview time, opportunity costs, vacancy costs and the cost of a bad hire – in addition to the cost of advertising.
• Do your DIY recruiting methods yield enough qualified candidates?

Conduct a Needs Analysis

• Do you have the time and resources available to properly recruit, screen, interview, assess, reference check and follow-up with candidates on your own?
• How much would it cost you to replace a bad hire in this position (i.e., do you need a guarantee)?
• Does your hiring situation require confidentiality or anonymity?
• How quickly do you need the available position filled?

Consider Current Market and Employment Conditions

• What is the current unemployment rate – not just in general, but specifically for the level/type of candidate you need?
• How desirable is your location?  Have you had difficulty attracting candidates to work there in the past?
• What are the emerging industry trends which could impact your ability to hire the talent you need?

Consider the Advantages Recruiters Offer

With budget constraints remaining a key concern, you may lean toward a DIY approach for recruiting.  But before you start posting to job boards, remember these key advantages A.R. Mazzotta can provide:

1. Improved focus. We free you to focus on your key priorities.
2. Specialization. We know how and where to find the high-caliber talent you require.
3. Temporary and contract staffing options. If your needs are short-term or project-oriented, we can provide access to the skilled individuals you need without adding to your headcount.
4. Access. We maintain robust candidate databases and relationships with passive job seekers.
5. Simplification. We save you considerable time and stress, while ensuring that correct selection and screening procedures are utilized.
6. Guarantees. We reduce the stress, expense and risk involved with hiring and/or replacing a new employee.

When working with a recruiting service makes the most sense for your organization, A.R. Mazzotta is the ideal choice for your placement needs. With over 40 years of experience, diligent screening processes and three Connecticut locations to serve you, we are uniquely qualified to deliver the talented candidates you need.

Contact A.R. Mazzotta today.  We can help you analyze your recruiting needs and determine if our services could help you hire more quickly, accurately and at a greater cost savings.

Has business picked up for you?  Is your company experiencing growing pains?  Are your employees putting in overtime?

All of these may be signs that you need to start hiring again.  But with fluctuating workloads and an uncertain economy, determining whether or not you need to add permanent headcount can be a real challenge.  On the one hand, you need to control overhead – hiring employees and then not having enough work for everyone can be financially devastating. On the other hand, you need to have sufficient staff to meet deadlines, keep employees working at peak efficiency and capitalize on new business opportunities.

So how do you know if you really need to hire someone?  These questions will help you determine if you’re adequately staffed:

1. In the past two months, have you needed to extend deadlines to meet commitments to your customers or employees?
   Although managers often rationalize missed deadlines by pointing to factors unrelated to headcount, lack of people is usually the primary reason.
2. Are employees complaining about working conditions?
   An increase in the number of complaints – either casually or formally – may be a result of overwork or inadequate staff.
3. Is your increase in business likely permanent?
   If your organizational capacity is strained, but you’re not sure if the surge in demand will be permanent, you may want to consider using contract or temporary staff.  Staffing services can quickly deliver the experienced talent you need to get work done – without adding to your direct headcount.  If the increase in business proves permanent, you can then approach your staffing provider about converting contingent staff to direct employees.
4. Are employees calling in sick more and more, or have health insurance claims risen?
   Some employees choose not to express their dissatisfaction verbally.  If they’re under too much stress, they may turn to doctors (medical or mental health professionals) for help, or simply choose not to come into work at all.  If there’s been a recent rise in sick time or health insurance claims at your company, it may be caused by an overworked staff. Your employees may be doing too much with too little.
5. Are employees taking advantage of vacation time?
   If employees are not taking the time off they’re due, this could also be a symptom of overwork. They may feel like there’s simply too much to do, so they can’t take time off.
6. Are overtime costs consistently on the rise?
   If your overtime costs are going up on a regular basis, then you may be understaffed. You simply do not have a large enough workforce to meet the needs of your workflow.
7. Have you turned down new opportunities because you don’t have enough people?
   You’ll lose your competitive edge without the right people with the right skills in place.
8. Are you following your business plan?
   You created a business plan for a reason. But if you’re not following through with it, it may be due to a lack of time and resources.

Is it time to hire?

A.R. Mazzotta can help you answer this important question.  As one of Connecticut’s leading staffing and employment services company, we can help you determine if you need temporary, contract or direct staff to cost-effectively get your work done.

We invite you to contact us today to schedule a free workforce consultation.  Together, we can critically examine your workforce challenges and design a staffing plan that makes the most sense for your business.

Are you using E-Verify?

If you are unfamiliar with this system, or its potential value to your organization, here is a brief overview:

This U.S. Government’s employment verification service started out as a test exercise known as the Basic Pilot/Employment Eligibility Verification Program.  After a period of system testing and debugging, the Department of Homeland Security (DHS) offered it as a live service to employers across the country.

Today, E-Verify is a voluntary federal program for employers that validates social security information and employment authorization.  Basically, the internet-based service verifies that a new employee is who he says he is and that he has the right to work in this country.

While the program has been the subject of intense scrutiny since its inception, E-Verify provides a number of potential benefits for your organization:

• E-Verify is a free system which allows you to screen out illegal workers.  It provides a fast way to find out right away if an employee’s Social Security number and employment eligibility documents are authentic.
• Reduce hiring liability. As the immigration crisis worsens, immigration enforcement actions will continue to intensify and criminal prosecutions for illegal hiring will continue to escalate.  By participating in the E-Verify program, and using it in good faith, you establish a rebuttable presumption that you have not knowingly hired an unauthorized alien.  Although it does not provide a “get out of jail free” card, it does effectively reduce your hiring liability.
• Discourage illegal workers. If you advertise your participation in the E-Verify program, it’s like posting a “Don’t Even Try It” sign on your front door.
• Level the playing field. In recent decades, employers who played by the rules and only hired legally were at a competitive disadvantage to those who hired illegally.  E-Verify can help you turn the tables, by leveraging the public support for employers who hire legally and strengthen their local communities.  Furthermore, if you use the E-Verify program in your advertising and PR, you apply pressure to competitors who may not be scrupulous in their hiring to use the system as well.
• Improve business relations. By participating in E-Verify, you demonstrate the value your organization places on integrity.  This can help you establish a solid foundation of trust with business partners, clients and vendors alike.

A.R. Mazzotta was founded on the principle of providing employment services of the finest quality and unsurpassed customer service.  Uncompromising integrity and the highest professional ethical principles are woven into every aspect of our business.  Simply put, we are committed to the communities in which we work and live.

We choose to participate in E-Verify to make staffing simpler and safer for you.  When we send you temporary employees, rest assured they are thoroughly screened and authorized to work for your organization.  Want to learn more?  Contact A.R. Mazzotta today.

Work/life balance.  It’s one of those nebulous issues with which employers continually wrestle.  On the one hand, work needs to be done.  On the other hand, the pressure to get that work done can lead to a host of problems which zap employees’ productivity.

Financial constraints and demanding work schedules have made work a higher priority than ever for Americans.  A recent study by CareerBuilder shows that, as a result, many U.S. workers are foregoing vacation plans this year:

• 24 percent of full-time workers say they can’t afford to take a vacation in 2011, up from 21 percent in 2010.
• An additional 12 percent can afford a vacation but don’t have plans to take one in 2011.

While these statistics may mean more total hours worked in your organization, your company might actually see greater benefits from encouraging employees to take time-off.

Why?

Overwork can increase absenteeism, burnout and turnover, and make employees more prone to errors on the job.  Conversely, workers with a healthy work/life balance tend to have less burnout, greater creativity and higher quality output.  And when things get stressful on the job, “balanced” employees are better equipped to handle the burden.  Bottom line, taking time-off is vital not only to an employee’s well-being and performance, but to your company’s, too.

As our economy heals, here are a few recommendations for encouraging your workers to take the time-off they need, while keeping your business running smoothly:

• Require sufficient notice.  If you don’t have one, develop formal policy outlining guidelines for taking vacation (i.e., giving adequate notice, coordinating with other employees’ requests for time-off, scheduling time-off before or after big projects/events, etc.).  The more lead-time you have, the better equipped your company will be to handle the extra workload.
• Encourage shorter, more frequent breaks. If employees can’t take a number of days off at once, suggest they take long weekends or midweek breaks.  Shorter vacations still afford employees the ability to recharge, with less disruption to your workflow.
• Ensure adequate coverage. Require employees to cross-train and prepare co-workers, to ensure adequate coverage while they’re gone.  At a minimum, ask employees to review: critical responsibilities, upcoming deadlines, where information is stored, key contacts and parameters for reaching them while they’re on vacation.
• Lead by example. Are you a workaholic?  If so, here’s a perfect reason to reform your ways.  Management support for work/life balance is critical and must come from the top.  Set an example of maintaining a healthy balance and make it known that the same is expected from rank-and-file employees, too.
• Call A.R. Mazzotta for the support you need. If your business is like most, your staff is already stretched thin.  When one person goes on vacation, it can be difficult for others to manage the additional workload.  Call A.R. Mazzotta to provide the talented, reliable individuals you need during vacation periods.  Our employees hit the ground running and keep your business running smoothly so your employees can take the time-off they deserve.

The use of credit checks has grown over the last several years.  According to a 2010 survey by the Society for Human Resource Management (SHRM), 60 percent of employers used credit reports for some or all of their background checks.

Employers use credit reports as a screening tool for a number of reasons:

• They believe it allows them to predict future behavior based on a candidate’s financial history.
• They are trying to prevent employee theft and assess the applicant’s trustworthiness.
• They want to reduce legal liability and negligent hiring.

But checking a job applicant’s credit is not without its potential drawbacks:

• An applicant who has been unemployed for a long period of time may have no choice but to incur inordinate amounts of debt and fall behind in paying bills.  If the candidate has been out of work for months, that doesn’t necessarily mean he should be disqualified for employment.
• Credit reports fail to provide context.  For example, if debt problems are the result of expensive medical procedures, a low credit score may not indicate anything about future job performance.
• Credit reports are not perfect.  Ambiguous, dated, inaccurate and/or redundant data create the potential for credit score errors.  While these errors are generally minor, employers should be aware that they exist.
• Credit reports may not be relevant for the job in question.  Unless the person you’re hiring will have access to sensitive financial information, make financial decisions or handle money, a candidate’s credit report may be of little significance.

Given the potential benefits, as well as the potential drawbacks, are credit checks a legitimate screening tool?  It depends on whom you ask.

According to Christine Walters, a representative for the SHRM during last October’s U.S. Equal Employment Opportunity Commission (EEOC) public hearing on the practice, effectiveness and impact of credit checks as a screening tool, “SHRM believes there is a compelling public interest in enabling our nation’s employers – whether that employer is in the government or the private sector – to assess the skills, abilities and work habits of potential hires.”

She and other hearing panelists pointed out that the Fair Credit Reporting Act (FCRA) of 1970 restricts employer use of credit reports to employment purposes.  Under the law, the employer must give a job candidate the right to defend himself against (including refuting, explaining or correcting) any collected credit information that might weigh against him.

Chi Chi Wu, staff attorney with the National Consumer Law Center in Boston, expressed a different opinion.  Given the state of the economy, she said that using credit history as a screening tool is “a practice that we believe is harmful and unfair to American workers.  The use of credit history for job applicants is especially absurd when you are looking at an unemployment rate of 10 percent and have many workers looking for a job.”

As an employer, you are within your rights to check a job candidate’s credit.  Before you do so, you should consider:

• how relevant the information you’re collecting is to the available position;
• the cost involved versus the benefit to be gained;
• whether or not your internal staff is trained in how to interpret the complex information contained in today’s credit reports;
• whether or not there may be potential adverse effects to checking an applicant’s credit.

Ensure the Success of Your Next Placement with A.R. Mazzotta

Finding the perfect candidates for your organization requires experience, in-depth market knowledge and a comprehensive screening process.  A.R. Mazzotta Employment Specialists combines all of these to ensure hiring success.  Partner with A.R. Mazzotta today and connect with Connecticut’s finest office, administrative, light industrial and professional talent.

Can staffing services really drive profits?  In a word, “Yes!”

In today’s economy, businesses need to do everything possible to maximize the R-E=P equation.  And if your company is like most, your employment-related expenses are among the biggest line items on your company’s P & L.  The more actively you manage these expenses, the more profitable you can become.

Of course, driving profits is about more than just cutting costs.  It’s also about maximizing workforce productivity and effectively matching your human resources to the changing challenges and opportunities your business faces.  Used properly, staffing services can play a vital role in achieving all these ends.  Here are just a few ways temporary employees can drive profits in your organization:

• Stay lean and flexible. Design a strategic staffing strategy that limits core employment to that necessary for minimum production volumes.  Staff up with skilled temporary employees to meet peak demand periods or sudden surges in business.
• Focus on core activities. A staffing professional can help you critically examine work flow processes in your organization to identify administrative, repetitive or other support tasks that are being performed by highly compensated employees.  Bring in temporary or part-time contingent staff to take over these tasks and free valuable team members to focus on their most vital priorities.
• Lower employment-related costs due to turnover. Take a look at your hiring and termination costs by job functions.  Determine where high turnover positions exist and re-staff with temporaries to reduce hiring, training and termination costs.
• Reduce overtime expenses.  Work with your staffing representative to analyze your overtime expenditures.  Look for opportunities to use supplemental temporaries instead of overtime to reduce labor costs and prevent employee burnout.
• Shorten learning curves. As your company incorporates new technologies, bring in contract technical professionals to support your project teams.  They can help get your employees up-to-speed and productive more quickly, saving time and money in the process.  Once training is done, so are your training expenses.
• Capitalize on new opportunities. Have you ever had to table a great idea, simply because you didn’t have the resources to work on it?  For those times, consider supplementing your team with temporary and contract employees.  From support staff to senior executives, highly qualified temporary employees can be brought in to either manage the execution of new ideas or support your internal team while they work on the new opportunities.

A.R. Mazzotta Employment Specialists – Driving Profits for Connecticut Employers

Need to aggressively manage staffing expenses?  Looking for new ways to increase productivity?  Have a great business idea, but lack the human resources to turn it into a reality?  Contact A.R. Mazzotta today.   We have the knowledge, business expertise and highly skilled candidates you need to get work done and become more profitable.