...Agency workers Agency workers enter into engagement with an employment agency and are sent by that agency to work for a third party – an end user. Is the agency worker an employee of (a) the agency, or (b) of the end user? (a) The worker- agency relationship In Construction Industry Training Board v. Labour Force Ltd [1] it was held that unskilled or building workers hired by employment agencies were not in a relationship of employment with the agency. The end-user paid the wages to the agency, and had the right to control the men as to what to do, and to require the agency to remove a man at three days notice (or in the case of misbehaviour, forthwith). The court considered it decisive against the identification of an employment relationship with the agency that no control was exercised by the agency over the workers. This approach was followed in Ireland. In Brightwater Selection v. Minister for Social and Family Affairs [2] a Social welfare appeals officer held that a worker sent by an agency to UCD to work in the administration section worked under the control of the agency: ‘the requirement to notify them of any changes in relation to responsibility, hours worked, pay, grievances… to produce a time sheet’. However, the High Court held that these minimal administrative obligations were not equivalent to control. The High Court held that in determining whether control exists, the alleged employer must not only have the right to tell the individual what...
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...Staffing The first private employment agency in the United States was opened by Fred Winslow who opened Engineering Agency in 1893.[citation needed] It later became part of General Employment Enterprises who also owned Businessmen's Clearing House (est. 1902). Another of the oldest agencies was developed by Katharine Felton as a response to the problems brought on by the 1906 San Francisco earthquake and fire. Many temporary agencies specialize in a particular profession or field of business, such as accounting, health care, technical, or secretarial. [edit]Legal status For most of the twentieth century, private employment agencies were considered quasi illegal entities under international law[citation needed]. The International Labour Organization instead called for the establishment of public employment agencies. To prevent the abusive practices of private agencies, they were either to be fully abolished, or tightly regulated. In most countries they are legal but regulated. Probably inspired by the dissenting judgments in a US Supreme Court case called Adams v. Tanner, the International Labour Organization's first ever Recommendation was targeted at fee charging agencies. The Unemployment Recommendation, 1919 (No.1), Art. 1 called for each member to, "take measures to prohibit the establishment of employment agencies which charge fees or which carry on their business for profit. Where such agencies already exist, it is further recommended that they be permitted...
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...Business Model and Strategic Plan Part III: Balanced Scorecard and Communication Plan Josephine Olinger BUS/475 NOVEMBER 25, 2014 PROF SARITA WESLEY Business Model and Strategic Plan Part III: Balanced Scorecard and Communication Plan This paper will outline and explain the strategic objectives for Adecco Group using the format of a balanced scorecard. The balanced scorecard is a frame work that is used to translate a strategy into operational terms, while providing measures using the following four quadrants; Financial Perspective, Customer Value Perspective, Process or Internal Operations Perspective, and finally Learning and Growth (Employee) Perspective. These objectives are based on an evaluation of a number of potential alternative processes and opportunities that are identified on Adecco’s SWOTT Analysis. Adecco’s financial objective is to achieve an increase in the staffing and placement area of their business. Adecco believes that an average growth of seven percent for the next five years will increase their market share greatly within this five year period. Adecco’s strategy will start with an aggressive plan where they will be looking to increase their market shares in the U.S and North American markets. Those great gains will offer Adecco a chance to continue to compete with its other major competitors. Adecco understands the value of those that they serve and the objectives that they look to implement in their process of growth adecco.com (2014). ...
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...OBJECTIVE: To demonstrate, the benefits of setting up a temporary staff servicing system in the Domestics department. The Bank Staffing services, will not only help reduce financial expenditure on staffing, but would also help improve and maintain quality standards expected by the Trust. The aims will be achieved by the following objectives; • Analyse the data and information • Look at the option or alternative for agency staffing • Discuss the impact of the research to the domestic department • Recommend a course of action to meet the project aim • Evaluate the research to make conclusions METHODOLOGY: • Identify the problems faced by the department from staff shortages. • Analyse the methods currently employed by the Domestics department in recruiting and allocating of staff, to manage these absences. • Look into the recruitment of agency staff and the legislations guarding this process. • Analyse the Temporary staff recruitment services; the process involved in recruitment, the terms and conditions of employment, and how it would be incorporated in the Domestic Services department. The SWOT analysis in Figure 1, narrates the Strength, Weaknesses, Opportunities and Objectives of the Domestic department. Efficient staffing and management of human resources in the Domestic department will help in utilising the strengths of the department, make use of the opportunities available, cut out weaknesses and reduce threats. Figure...
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...experienced and qualified personnel can be seen as a strength and an opportunity. Having the ability to fill positions requiring these qualifications would be better served in areas with a high concentration of aerospace and military facilities. With the uncertainty caused by government sequestration and downsizing of our military, the trend of many aerospace and defense contractors is to turn to temporary staffing to accommodate changes in staffing needs. Many organizations prefer using temporary staffing because it can be viewed as a purchased business service rather than hiring an employee. Natarajan, P. (2002) states “Local businesses, big and small find it more economical to hire part-time and full-time employees through a staffing agency...
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...The changing temporary work force: Managerial, professional, and technical workers in the personnel supply services industry by Rick Melchionno “ orking smarter” has become the slogan of the ’90s for cost-conscious companies. One way many businesses have embraced the phrase is by using temporary workers—and not just for clerical tasks. Temporary workers are in positions previously filled by permanent employees, such as managers or scientists, and many have skills that did not exist even a few years ago. Demand for temporary workers in managerial, professional, and technical occupations is greatest in industries such as financial services, health care, telecommunications, and information technology. © Photos courtesy of Olsten Corporation (background and top left) W Although highly skilled temporary workers are common today, they were not always the norm. The first “temps” received little or no training to help businesses with short-term clerical projects such as collating and inventory control. The next wave of temporary workers required a few more skills to perform secretarial and administrative duties—including typing, filing, and answering phones—to fill in for absent staff members. The image of temporary workers doing repetitive, low-skilled tasks has grown as outdated as black and white television. Higher skilled workers, ranging from laboratory technicians to lawyers, increasingly make themselves available for temporary assignments. Companies recognize the...
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...CIPD Assessment Report – Foundation (AR1) To be completed by candidate Centre name: | City of Glasgow College | Candidate name: | Allan Davidson | | CIPD Membership/ registration No: | | | | Qualification title: | Certificate in Human Resource Practice | Unit title(s): | Understanding Organisations and the Role of Human Resources | Unit code(s): | | Assessment activity (and assignment title if applicable) and the learning outcomes addresses: | Write a report on the HR Map | Date due for assessment: | 04 December 2012 | Extension request date | | | | Extension granted | Y/N | Actual date evidence submitted: | | Revised due date | | Candidate declaration: | * I confirm that the work/evidence presented for assessment is my own unaided work. * I have read the assessment regulations and understand that if I am found to have ‘copied’ from published work without acknowledgement, or from other candidate’s work, this may be regarded as plagiarism which is an offence against the assessment regulations and leads to failure in the relevant unit and formal disciplinary action. * I agree to this work being subjected to scrutiny by textual analysis software if required. * I understand that my work may be used for future academic/quality assurance purposes in accordance with the provisions of the Data Protection Act 1998. * I understand that the work/evidence submitted for assessment may not be returned to me and that I have retained...
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...services. Mainly, this is done in an effort to save money, streamline operations and increase productivity. To accomplish this, businesses use an aggregate planning model to develop a game plan that will assist them with determining their staffing requirements, materials needed, estimated timelines and budget costs so they can better plan ahead. Minimize Staffing Fluctuations By using aggregate planning to forecast production demand, businesses are better able to predict their staffing requirements. Businesses that need additional employees on a temporary basis tend to fill these positions with workers from temporary employment agencies. Through proper forecasting, a business will be able to reduce or eliminate the need to hire these extra workers. This will save the business both time and money as it won't need to pay the additional fees to the staffing agency and it won't have to pay its own workers to train the new additions. Reduce Overhead Excess inventory costs businesses a lot of money. Additional materials will need to be stored, and having finished products laying around increases the likelihood of damage to the products before they reach the customer. Adhering to an aggregate planning model can help businesses operate in a leaner manner. Managers will be able to better anticipate how much product they will need and when they will need it so they won't have to stockpile it in advance due to a fear that they'll run out before they can get more. Increase Production...
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...MGMT 364 8 April 2012 Tanglewood Case Study 3 1. Recruiting guide for Store Associates Position: Store Associate Reports to: General Manager Qualifications: All considered Relevant labor market: Western Washington Timeline: Continuous recruiting Activities to undertake to source well qualified candidates: Local and regional newspapers, radio, television Post openings to company’s employment website Request employee referrals Upload availability to Kiosk Employ a staffing agency State Job Service Staff members involved: HR Managers, Department managers and Shift leaders Budget: $2,000-6000 2. When looking at the desired results of hiring sales associates for Tanglewood I would have to say that the Open recruitment would be the best decision on the behalf of Tanglewood. The 50% turnover would cause the need for a higher pool of interviewed and qualified applicants; one reason for open recruitment would be because specific qualifications are not needed for the sales associate position opening that pool of applicants. . 3. The Western region of Washington is the only area presently using four methods of recruiting and the only one using job services. The higher costs associated with media almost doubles the cost of the other four and second would be the cost of kiosk recruiting, these two are not significantly cost effective to the organization in this region. The other two hiring practices in this region have higher retention levels and lower costs...
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...Atlanta’s Top 25 Temporary Employment Agencies Ranked by average number of people working on a weekly basis Rank 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. (tie) Company Prior (1) (4) (5) (6) (11) (9) (7) (8) (10) (NR) (13) (18) Randstad USA 2015 South Park Place, Atlanta, Ga. 30339 (770) 937-7000 • www.randstadusa.com Hire Dynamics LLC 1845 Satellite Blvd., Suite 800, Duluth, Ga. 30097 (678) 482-8041 • www.hiredynamics.com Bain Staffing Services 3131 Main St., East Point, Ga. 30344 (404) 768-8449 • www.bainstaffing.com Kelly Services Inc. 1201 Peachtree St., Suite 420, Atlanta, Ga. 30361 visit website for branch listings • www.kellyservices.com Manpower Group 6309 Roswell Road, Suite 9-2A, Sandy Springs, Ga. 30328 (404) 256-6980 • www.us.manpower.com EmployBridge Holding Co. 1040 Crown Pointe Parkway, Suite 1040, Atlanta, Ga. 30338 (770) 671-1900 • www.employbridge.net Delta Global Staffing P.O. Box 20706, Atlanta, Ga. 30320 (404) 715-4300 • www.deltaglobalstaffing.com Staffmark 200 Galleria Parkway, Suite 260, Atlanta, Ga. 30339 (770) 955-0112 • www.staffmark.com TRC Staffing Services Inc. 115 Perimeter Center Place N.E., Suite 850, Atlanta, Ga. 30346 (770) 392-1411 • www.trcstaffing.com TEK Systems 10 10th St., Suite 300, Atlanta, Ga. 30309 (404) 682-5800 • www.teksystems.com Chase Professionals 750 Hammond...
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...University of Phoenix Strategic Planning & Implementation STR/581 Liz Minthorne September 6, 2010 Recommendations for Guillermo Furniture Guillermo furniture is a medium size industrialized company in a small town in Mexico. The organization enjoys the fact of being one of the largest furniture manufacturing companies in town and has been a major player in the local industry for a number of years. With the company facing many new competitors, Guillermo Navallez is forced to make some tough management decisions that could potentially make or break the organization. The new competitors introduce the best technology in the furniture making business which provided the rivals with an advantage over Guillermo furniture by offering their products at a cheaper price to the public. In order for the company to be successful, management must incorporate and utilize budgets and performance reports when making critical financial decisions for the company. Management must also take in consideration the ethical obligations when making these financial decisions and how this principled responsibility influence decisions of management. Prior to the new company entering the local industry, Guillermo is one of the biggest manufacturing furniture company in Sonora, Mexico. The new competition is making it complicated for Guillermo to remain the dominant player in Sonora because the competitors are able to produce their merchandise at a cheaper cost because of the new technology which...
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...Peppercorn Dining is the diner on the campus of All-American University. The dynamics of the diner consists of fulltime workers, temporary workers, and student workers. The three partners of Square One Consulting; Roger, Lynn, and Erica, were having lunch at Peppercorn one afternoon; Erica worked at Peppercorn two years ago as a student worker. The manager of Peppercorn’s name is Drew Randall; he recognized Erica and came over to say high and chit chat with her about the “old days” when she worked at Peppercorn. During the course of their conversation, Erica asked Drew how things were currently operating; Drew replied by saying, “Staffing is a nightmare. We can’t find qualified people anywhere; recruiting and retention has become a constant challenge” (Cummings & Worley, 2008, p. 217). Of course, the other consultants were all ears and wanted to hear everything that Drew had to say. However, although Drew knew there were many symptoms of a much bigger problem, he had no idea what the “root” of the problem was. He would eventually enter into a contract with the consultants to get their unbiased, external point of view as to what the bigger problems really were at Peppercorn. The consultants would use various data collection methods involving the management, workers, and the customers to get a clearer picture as to what the actual problems were and why the students working at Peppercorn were unhappy and why recruitment for additional student help was unsuccessful...
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...Woodson Family Daycare is a year round family daycare service that caters to children ages 6 months to 12 years old. The facility is open Monday to Fridays from 7:30AM to 5:30PM. Prime recruitment of new clients begins in September of each year due to scheduled school openings as well as the end of summer vacation. Recently I have accepted a client of Ghanaian background and have discovered in the process a possible potential for expanding my business to cater to a growing population of families with Ghanaian background in my neighborhood, but in doing so I have resolved the need to provide an adequate day care service for the said community. I have also found it difficult to communicate effectively with my new clientele, which poses as a barrier towards my business as I am unable to secure more clients from the said community due to the said limitation/consequence. In an effort to expand my business services to cater to both U.S. Nationals as well as residents with Ghanaian background, I am requesting to hire one (1) temporary foreign worker whose native skills, language and cultural background will allow me to potentially secure more clients from the aforementioned community. With that being said, I too would be able to learn from interaction with my foreign worker the many needs, cultural diversity, customs and traditions that cater specifically to this community and eventually incorporate the items I learn into my business as I continue to grow. This request is only for...
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...JOB DESCRIPTION Job Title: Team Leader Reports to: Manager Staffing Responsibilities: Recruitment Consultants Job Summary / Purpose: Overall responsibility for Team success by agreeing, implementing and monitoring individual and Team objectives and targets whilst ensuring company policies and procedures are adhered to. Main Duties and Responsibilities Sales/Business Development • Monitor Team performance and activity • Serve clients, identify their needs and provide feedback on the success of filling jobs • Client Visits – build relationships and review branch performance • Canvass calls – to seek new business opportunities • Negotiate rates and fees, close deals • Write weekly figures and reports • Monitor and control advertising content and spend • Collate focus lists • Identify opportunities for business development • Conduct market analysis to generate leads and maintain competitive awareness • Fill bookings/permanent jobs and conduct interviews for candidates • Networking with clients, team and group networked branches • Assist the Branch Manager/Regional Manager with collating information relating to Tender applications People Management • Hold weekly meetings; discuss task delegation and review issues • In conjunction with your Branch Manager set quarterly targets and objectives • Branch communication – encourage respect and open communication ...
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...Practice Being a Manager In Control or Control Freak- RE Scenario Small businesses, particularly those selling products for which demand is seasonal, can find it challenging to set an appropriate level of staffing. While larger companies can absorb fluctuations in demand by cross training existing staff and moving employees around within the company, small businesses are more limited in their ability to do so. Having too few staff on board can cause delays in production when demand increases, and new employees will need training before they can become fully operational. However, having too many permanent staff incurs unnecessary cost for the business. Identifying the appropriate staffing level maximizes revenue and minimizes expenditures. Step 1 Gather workload data. Identify seasonal trends in production and determine if the workload remains static throughout the year or if there are certain peak times. If workload fluctuates, determine the baseline level of work that remains constant throughout the year. This should be considered throughout the teams that RE has created for the contest. Step 2 Determine the core and continuing projects in your business, and identify the number of employees needed to staff them adequately. For example, you may have a contract with a key client who demands knowledgeable and consistent staff. Even if the workload from this client is variable, you might still want to have at least one permanent staff member assigned to the project to keep...
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