A.R. Mazzotta - Connecticut Employment Specialists

Should employers be allowed to exclude job candidates from consideration, simply because of their employment status?

It depends on whom you ask.

To some employers, requiring that a candidate be gainfully employed is just “smart business” – helping them control the flood of applications and filter out “damaged goods” before spending valuable time and resources on screening and interviewing.

But if you’ve been unemployed for an extended period and are trying to find work, it’s hard to see the logic in a practice like this.

The harsh reality?  Jobless discrimination is a troubling trend in hiring.  Despite numerous EEO laws and safeguards, some employers ignore the résumés sent to them by job seekers who aren’t working.  In the current economic and unemployment climate, discrimination based on a candidate’s employment status is just one more obstacle you have to face in your job search.

Now is a time to stay strong.  If you’re unemployed and looking for work, here is some sound advice for beating jobless discrimination – before it beats you:

• Forgive yourself – and move on.  Losing a job is nothing unusual, especially these days.  Mergers, cost-cutting measures and total shutdowns have forced countless people out of their jobs over the past few years.  Whatever your reason for being unemployed, you need a positive mindset to tackle what may be a tough job search.  The best thing you can do is forgive yourself for being out of work, and then move on.
• If you’ve only been out of work for a short time (a few weeks or months), invest a lot of time and energy into networking and informational interviews.  This will help you get past the initial human resources screening that would eliminate you from consideration.  Use networking as a tool to demonstrate your willingness to work hard, and your drive to find a job may overcome the bias against you as a person out of work.
• Ignore the verbiage in job posts that suggests an employer intends to discriminate based on recent employment status.  Just because the discriminatory language is present in a job listing doesn’t mean you have to adhere to the request!  If your job skills and experience are a good fit for the posting, by all means apply for that position – regardless of your employment situation.
• Consider adjusting your résumé.  If you’ve been out of work for awhile, you may want to switch from a chronological to functional résumé format.  This will allow you to lead with your skills and qualifications, outside the context of your employment history.  Additionally, you may want to omit dates from your employment history section.  Once your skills have an employer’s attention, he can inquire about the dates.
• Solidify references from previous employer(s).  When you’re unemployed, a strong endorsement from an employer – even one who let you go – may outweigh the length of your unemployment.

Temporary and Contract Work – Your Best Bet for Beating Jobless Discrimination

Looking for a sure-fire way to overcome your jobless stigma?  Go to work for a Connecticut staffing service like A.R. Mazzotta – as soon as possible!  It’s easiest to find a job while you’re working, so stack the deck in your favor.  Beyond merely changing your employment status, temporary and contract work can help you:

• Earn valuable income – at a time when you really need it.
• Keep your spirits up – by being productive and engaged.
• Build your résumé and keep your skills sharp – the variety inherent in temporary assignments presents you with new challenges, allowing you to grow and gain experience.
• Find direct employment – if you prove yourself on the job, your temporary or contract position may convert to a direct opportunity.  Additionally, while you’re on assignment, A.R. Mazzotta can actively search for direct positions that match your skills, experience and interests.

Contact your local A.R. Mazzotta office today to learn more about jobs in Middletown, Wallingford and Westbrook, CT.

In an age when technologies like e-mail and mobile devices have made managers more self-sufficient than ever, and companies are under tremendous pressure to cut costs and reduce head count, how could I responsibly recommend adding administrative personnel to your organization?

Well, quite simply, administrative assistants make good business sense.

In a recent Harvard Business Review article entitled “The Case for Executive Assistants,” author Melba J. Duncan justifies the true value an assistant can deliver.  She argues that the average company has actually gone too far in cutting back on administrative help, and that – beyond merely writing business letters and scheduling meetings – a skilled executive assistant can:

• boost productivity and free you to focus on your top priorities;
• assist in on-boarding new managers;
• provide reverse mentoring;
• and act as the air traffic controller of an office, particularly for managers who travel frequently.

Not every manager (particularly younger managers, who’ve grown up with technology that’s increased their self-sufficiency), however, knows how to make good use of an assistant.  So if and when you decide to add this valuable resource to your staff, remember these suggestions maximize his effectiveness:

• Develop a checklist of responsibilities. Consider tasks that could be shifted from higher level employees and add in new tasks that are important, but not currently being carried out.  If several people are sharing the resources of your new assistant, be sure to clearly establish how he should allocate work time, to whom he should report, etc.
• Properly introduce and orient your assistant. Let your colleagues know that your assistant speaks and acts for you (or your work team/department).
• Don’t be afraid to delegate. If you hire intelligently, you should trust your assistant to figure out how to do the things you need accomplished.
• Have your assistant attend important meetings.  This will facilitate his understanding of the issues facing your staff or department and help him to be viewed as an important contributor.
• Offer training. Technology and managerial training may help your assistant fill his changing role effectively – while making him a more valuable team member.
• Keep the lines of communication open. Make it easy for your assistant stay in touch with you, and let him know your preferred methods of communication.  When delegating and giving instructions, be sure they are clear and precise.  And since communication is a two-way street, listen to your assistant.  Because he plays such a central role, he may be privy to vital information that you don’t readily have access to.
• Show him your appreciation for a job well done. Your assistant’s job is to help you be more successful in yours.  Don’t forget to thank him when he’s made your job easier or helped you look good.

Let A.R. Mazzotta Find You the Perfect Administrative or Executive Assistant

Surprisingly, hiring the ideal executive assistant can actually be more difficult than filling other management jobs.  A.R. Mazzotta can make the search quicker, easier and more cost-effective.

We know that personal chemistry between you and your assistant is paramount to long-term success.  To that end, we will work diligently to learn the key traits and skills you require, as well as your company’s culture, business philosophy, values and goals – and then find you the perfect assistant.  Contact us today to get started.

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.

Do you offer flexible work options to your employees?  Does it really matter?  Take a look at what two recent studies showed about the prevalence and importance of workplace flexibility.

The first, a recent Survey on Workplace Flexibility from WorldatWork, found that:

• The vast majority (98 percent) of U.S. employers offer at least one workplace flexibility program.
• The most prevalent programs include flex-time (flexible start/stop times), part-time schedules and teleworking on an ad hoc basis (to meet a repair person, care for a sick child, etc.).
• The way these programs are administered varies.  Nearly 60 percent of these companies take an informal approach to the concept – leaving program development and administration up to managers’ discretion, or offering flexible work options without written policies or forms.
• Furthermore, most U.S. organizations (79 percent) that offer flexibility programs do not provide training to the managers of employees using these programs.

This study also found that:

• A stronger culture of flexibility correlates with a lower voluntary turnover rate.
• A majority of employers report that workplace flexibility positively impacts employee satisfaction, motivation and engagement.

The second report, Workplace Flexibility and Low-Wage Employees, was released in February 2011.  This report analyzed data from the nonprofit Families and Work Institute’s National Study of the Changing Workforce.  For the purposes of this study, low-wage employees were defined as those earning less than $12.82 per hour (which accounts for a little more than one-third of the U.S. workforce).  Here are some of the key findings:

• Workplace flexibility correlates positively with:  overall job satisfaction, degree of engagement, degree to which home life interferes with job performance, physical health, mental health and likelihood of remaining with current employer.  The prevalence of each of these outcomes is higher (regardless of income) when employers offer more workplace flexibility.
• Regardless of wages earned, workers are equally pressed for time in their personal lives – and place equal value on having a flexible workplace.
• Low-wage employees are just as likely to have responsibilities for children and elders.  But because they have fewer financial resources to meet these responsibilities, having job flexibility may be even more important.

What can we learn from these studies?

• Workplace flexibility produces a host of benefits, including increased employee engagement, satisfaction, motivation, retention and productivity.
• A comprehensive workplace flexibility program can be an effective recruiting and retention tool, providing a real source of competitive advantage for your company.  Offering flexibility options that matter to employees, and featuring those options when recruiting talent, can help you distinguish your company as an employer-of-choice.
• When it comes to workplace flexibility, it’s not about the quantity or formality of the programs you offer.  It’s about how well supported and implemented those programs are across your organization.  To be successful, managers must understand the real value these programs bring and be properly trained to administer them.
• Workplace flexibility is here to stay.  As organizations continue to evolve, workplace flexibility will eventually become the new normal – an accepted and expected part of how all organizations operate.

A.R. Mazzotta Employment Specialists understands the important role workplace flexibility plays in your organization.  We provide just-in-time, supplemental and project staff to increase flexibility for your employees and ensure your work gets done.  What can we do for you?  Contact us today.

“Thank you for your time today.  We’ll be in touch soon.”

You’ve just walked out of an interview for your dream job.  Things seem to have gone well – you were calm and poised, answered questions intelligently, made appropriate eye contact, and really put your best foot forward.

Now what?

For many job seekers, walking out of an interview marks the start of a long and sometimes anxious waiting period.  I mean, there’s not much you can do, other than sit around and passively bide your time until you find out if you landed the job, right?

Wrong.  In fact, here is a list of 7 things you can do after the interview to edge out the competition for your dream job:

1. Always, always send a “Thank You” letter. While this may seem obvious, not everybody does it.  As soon as you get home (while the interview is still fresh in your mind), compose your note.  Instead of sending a generic “one size fits all” letter, step into the interviewer’s shoes and address the points which seemed most important to him or her.  Additionally, use your “Thank You” letter to restate your qualifications and identify relevant accomplishments or experiences that you did not mention in the interview.  While you want to include these details, remember to keep the letter both brief and professional.
2. Make sure your “Thank You” note is letter-perfect and timely. Gather business cards for everyone who interviewed you, use LinkedIn, or call the company directly to ensure correct name spellings and job titles.  Have a friend proofread your letter and send the note within 24 hours of the interview.
3. Confirm the best way to follow-up. Before you leave the interview, find out from the receptionist the way (regular mail, e-mail, FAX, etc.) interviewers would prefer you to contact them.  If you contact these people via their preferred method of communication, your follow-up will be better received.
4. Contact your references. Let them know where you’ve interviewed and that they may be receiving a phone call.  This way they can be prepared to help you shine.
5. Leverage inside references.  If you know anyone who works at the company, contact him or her and describe your interview experience.  This contact may be able to provide you with inside information on the hiring process or even offer to put in a good word for you.  A word of caution:  never pressure an inside contact, or ask your contact to apply internal pressure for information – doing so could backfire.
6. Send work samples. Depending upon the position, you may be able to create an additional follow-up opportunity by sending samples of your work (collateral, proposals, project summaries, etc.).
7. Don’t pester. Rules of follow-up etiquette vary, and it’s up to you to determine the appropriate timing and frequency of follow-up.  If a hiring decision is expected to take 30 to 60 days, it’s completely inappropriate to call every day.  On the flip side, if the position needs to be filled immediately, don’t wait two weeks before following up.  Your goal should be to follow-up appropriately, consistently and using the interviewer’s preferred method of communication (see #3).

A.R. Mazzotta Employment Specialists Can Help You Land Your Dream Job

As a leading Connecticut staffing and placement firm, we match job seekers like you with rewarding employment opportunities every day.  Contact us today to learn about temporary, temp-to-hire and direct hire employment opportunities for Connecticut job seekers.

Has technology taken the ‘human’ out of Human Resources?

The Society for Human Resource Management (SHRM) recently published a report on technology trends in the sector, and the overall conclusion was unsurprising:  today’s HR departments leverage IT to benefit almost every aspect of their daily operations.

Continual technology improvements, coupled with declining costs, have fueled a surge in HR’s usage of technology:

• Software is being deployed to manage areas such as internal mobility, appraisal management, succession planning and personal development.
• E-recruitment and performance management software are dramatically improving HR’s ability to effectively execute PRM (people relationship management) and further solidify their organizations’ employer brands.
• Applicant tracking and hiring management systems are streamlining processes and driving down costs.

But will this IT success come at a price for some HR organizations?  While technology can reduce the administrative burden associated with HR and enable them to focus on more strategic issues, HR will always be about people management – which requires human interaction and face-to-face contact.  As a result, HR organizations should attempt to strike a balance between systems and the human element.

As Jeff Phelps, President of WorkforceLogic/ABE Services says, “We can’t ever begin to think of treating people like equipment or some sort of inanimate commodity…The best of all worlds is a holistic solution that combines technology with the human element to facilitate putting the right person in the right job at the right time.”

HR technologies making the biggest impact:

• Employee self-service
• Workflow technologies
• Vendor management systems
• Applicant tracking systems
• Hiring management systems
• E-recruitment software

Learn more.

Find out more about the evolution of IT in HR, as well as key findings from the SHRM’s HR technology survey, by following this link to the HR Management article “Technology aids the human touch.”

When it comes to staffing your business effectively, both IT and the human touch are critical.  A.R. Mazzotta Employment Specialists combines state-of-the-art technologies with distinctly personal service to deliver customized solutions that maximize your staffing ROI.  Contact us today to find out more about our staffing solutions for Connecticut employers.

Hiring the right employees is critical to building a successful business. 

But when I talk to hiring managers, nearly all of them tell me that they wish they could avoid the time, cost and distraction associated with posting jobs and screening résumés.  Many want to keep their hiring in-house, but do not have the time and resources required to carefully screen dozens, even hundreds, of résumés that come across their desks.

In response to the shifting needs of companies and economic cycles, A.R. Mazzotta is pleased to provide Job Posting/ Résumé Screening Services.  Why should you outsource these functions?

Access our state-of-the-art technology and recruiting expertise.  We post your job on the right job boards and search engines to yield maximum response from the right type of candidates for your available position.  Furthermore, our experts spend the time needed to carefully screen résumés, leverage years of diverse recruiting experience to identify candidates with the most potential.

Get the candidates you need, without the headaches.  A.R. Mazzotta will present a shortlist of only those individuals who are genuinely qualified for the position.

Save money.  Candidate recruiting and assessment are our specialties.  We leverage economies of scale to offer the highest quality services more cost-effectively than you could on your own.

Maintain focus on your most important activities.  Offload the time-consuming tasks of posting and screening, and gain back time to tackle your biggest priorities.

Our Job Posting and Résumé Screening Services give you the quality information you need to make the right hiring decision, quickly and confidently.  Contact A.R. Mazzotta today to learn more.

“It is an immutable law in business that words are words, explanations are explanations, promises are promises but only performance is reality.”

– Harold S. Geneen

If you’ve ever managed a single person, then you know that employees make excuses.  They procrastinate, miss deadlines and blame others when they fail.

So how do you get them to consistently perform to the best of their abilities?  Use these smart suggestions to get better results – and fewer excuses – from your staff every day:

Make performance management a daily activity.  Annual and quarterly reviews definitely play their part in gauging performance, but nothing replaces the day-to-day guidance you give to your staff.  So talk to them regularly, leveraging every opportunity to improve employee’s efforts:

• Give them honest feedback about what they’re doing right – and what they need to improve.
• Discuss new projects and the opportunities they present for employee development and growth.
• Talk about overdue assignments or project difficulties and how to resolve them.
• Reinforce the importance of consistently doing a great job.

Limit excuses.  Eliminate the external factors on which employees often blame their poor performance by:

• Ensuring employees have the resources they need to do their jobs;
• Ensuring employees are adequately trained to do their jobs;
• Setting clear, mutually agreed-upon performance expectations for each employee.

Ask the right questions when problems arise.  Uncovering the cause of poor performance is the first step in creating a plan to remedy it.  So when an employee is failing at work, ask the following types of questions to diagnose the reasons why:

• What about the work system (e.g., tools, time, training, support) is causing the employee to fail?
• Does the employee know exactly what you want him/her to do, as well as the expected outcome?
• Does the employee practice effective work management?
• Does the employee feel valued, recognized and fairly compensated for his/her contributions?

Make performance goals SMART goals.  This goal-setting acronym is still widely used for one simple reason:  Specific, Measurable, Attainable, Relevant, Time-bound goals are more likely to be achieved.  So as you work with your employees to set higher standards for the next quarter or year, teach them how to create SMART performance goals that will get them there.

Create a “performance mentality” among team members.  Football players won’t play their hardest in a game where nobody keeps score.  Likewise, your employees won’t deliver superior results when they merely see themselves as “doing a job” everyday.  Foster a “performance mentality” by showing your team why their efforts matter – and what’s at stake.  Make sure employees understand your mission, how their jobs fit into the “big picture,” and what they need to do to help your company win.

A.R. Mazzotta’s HR Tools for Performance Management

Performance management is a vital component in your organization’s continued success.  Ensure that success with A.R. Mazzotta’s full complement of HR solutions.  From coaching for executives and workteams, to performance appraisal interview training, our Senior Professional Human Resource consultants have the resources to fuel exceptional performance in your company.  Contact us today to learn more.

If yours is like most forward-thinking companies, you are integrating contract employees with direct staff to maximize resources and meet project objectives.  But are you getting the best results from your contract staff?

To get the most from your contract personnel, you must understand their motivations and develop a culture in which they can succeed.  Here are a few best practices to help you successfully manage these valuable contingent resources:

Use Them Only When Appropriate.

Before you begin searching for a contract employee, ask yourself:

• Is the assignment well-defined, with a tight deadline and a measurable end point?
• Does it require special expertise?
• Is it a “one time only” assignment?  (as opposed to repeatable work)
• Do time or economic considerations preclude you from hiring a direct employee?

If you answered “yes” to the questions applicable to your circumstances, you probably have a project well-suited for a contract employee.

Prepare Direct Employees.

Your direct staff may not know what to expect from contractors, or they may have misperceptions about them.  To ensure that the two groups work well together:

• Define the roles of both contractors and direct staff.  Show the value that each brings to the table.
• Assure direct employees that contractors do not pose a threat.  Instead, let them know that contractors’ skills complement their own and improve the chances of project success.
• Cultivate working relationships between contract and direct staff, to encourage idea-sharing and develop rapport.

Communicate Regularly.

Lack of communication is often the greatest obstacle to successful working relationships with contract employees.  At each stage of their assignments, use the following suggestions to stay informed and ensure contractors won’t feel isolated:

• Beginning of assignment.  Orient new contract employees by explaining the parameters of the job, outlining “big picture” impact of the project, and introducing them to the rest of the project team.
• During the assignment. Throughout the project, involve contract employees in relevant meetings, include them in team memos and e-mails, ask for their opinions and ideas, and remember them when you celebrate project milestones.
• End of assignment. Hold a debriefing session to ensure objectives were met, gather necessary documentation, and discuss issues that may arise in the future.

Need specialized talent for an upcoming project?

With over 40 years of experience serving Connecticut’s staffing needs, A.R. Mazzotta Employment Specialists  allows you to access experienced contract professionals who have the skills to do the job right.  Whether you need to cover unique staffing challenges, to meet the transitional staffing requirements between direct hires, or for long or short-term projects, we’re ready to help.  Contact A.R. Mazzotta today.

Test Your Knowledge
Co-employment laws are those that govern any situation in which two legally distinct employers (typically a staffing firm and their business client) have employer-employee relationships with the same person.  Over the past several years, co-employment law has rapidly evolved in response to the increased use of temporary and contract staff. 

So how up-to-date is your legal knowledge?  Find out by taking the American Staffing Association’s Staffing Smarts Quiz on Co-Employment Law.  This quick 5-question quiz tests your knowledge of the legal issues involved in temporary and contract staffing arrangements.

Tips for Making Co-Employment Work
When co-employment problems occur, they often stem from situations in which a client company unnecessarily assumes employment responsibilities over temporary or contract workers.  To maximize the effectiveness of your co-employment arrangement, while minimizing the potential for problems, use these practical tips:

• Let the staffing firm do its job.  When you pay a temporary or contract employee’s hourly bill rate, included in that rate are the services the staffing firm provides – recruiting, interviewing, testing and selecting candidates.  To head-off potential problems, allow the staffing service (who is the employer of record for these workers) to perform these tasks.
• Take advantage of on-site coordinators.  If you have a large temporary workforce, ask your staffing service to provide an on-site representative.  This individual can reinforce the staffing service’s role as employer, by carrying out administrative functions, handling performance counseling and addressing disciplinary action.  Although there may be a charge involved, the benefits usually far outweigh the costs of an on-site coordinator.
• Give the staffing firm specific feedback on their employees’ job performance.  If performance issues arise, it may seem natural for you to speak directly with the temporary or contract worker assigned to you.  But to steer clear of potential co-employment problems, you should instead speak with your staffing representative about your concerns.  That way, when the individual is subjected to disciplinary action, the staffing service will be able to provide him or her with the performance-related reason for the action – making the individual far less likely to consider the action to be discriminatory, or to file a charge.
• Allow the staffing firm to handle employee termination.  If you are dissatisfied with a temporary or contract worker, ask your staffing provider to handle disciplinary action and / or termination and replacement.  Provide information about the individual’s work performance to your staffing representative, and then allow them to handle the rest.
• Review your benefit plan descriptions.  Ask an expert to make sure that the language in your benefit plan effectively excludes temporary employees.  To guard against lawsuits that stem from ambivalent wording, be sure to incorporate exclusionary language that makes benefit entitlement dependent upon your employment classifications – regardless of common law definitions.

Ensure Successful Co-Employment with A.R. Mazzotta
As a leading Connecticut staffing firm, A.R. Mazzotta’s staffing experts can work with you to develop effective co-employment procedures from both a legal and operational standpoint.  Give us a call to learn more .