Recruiting Process

Our recruiting process starts with understanding your needs.  Once you provide a description of the job duties and skills required, we will then work to find candidates with the skills to match. 

Each applicant will go through our hiring process that includes comprehensive interviews and reference checks. We are proud to have instituted a random drug screening program.

Your Cost Savings

Our services allow you to fix all costs associated with bringing on a new hire.  The cost of using our services is significantly less than the unemployment costs you would incur for just one bad hire. 

Savings include:

§         Advertising for job openings

§         Time spent in all aspects of the screening process

§         Payroll taxes and workers comp insurance. 

Direct Placement

You pay a one time fee based on the first year salary.  Depending on the type of position, the fee may range from 10-20%.

For example: 

Billing Clerk             First year salary:  $25,000                  Direct Placement Fee 10%:  $2,500

Process Engineer   First year salary:  $70,000                  Direct Placement Fee 20%:  $14,000

Contract–to–Hire 

Once we mutually establish an hourly rate of pay and you provide us with a workers comp code, we can quickly calculate the hourly billing rate.  Our contract-to-hire option also allows you to save on benefit costs by deferring a new hires’ eligibility date.

For example: 

Entry-level Admin Assistant     Pay rate:  $10 per hour                 Billing rate:  $14.90 per hour

Commercial Driver CDLA         Pay rate:  $15 per hour                 Billing rate:  $24.15 per hour

Leslie Rose McDonald President, Pathfinders CTS, Inc. “MAXIMIZE CONTINGENT WORKERS”In the aftermath of downsizing, organizations will be tasked with re-adjusting workloads and evaluating gaps in skills that may remain in order to get the work done. Utilizing flexible, temporary or contingent talent can help bridge those gaps. Using temporary employees can save businesses from the long-term financial obligation of salaries and benefits, especially if it is not clear how long the skill sets will be needed. Utilizing a third party to find interim talent has the advantage of a ready-made, ready to work candidate pool and comprehensive screening. This can give a company access to targeted skills quickly and effectively. When it comes to orienting and integrating temporary or contract workers, employers generally do not do a very good job. Perhaps this is because they don’t feel a long-term obligation to the individuals. And if they leave – well, the employer may feel that they can just go back to their source and find more “bodies” to replace them. Smart managers know, however, that regardless of the state of the economy, good talent is hard to find. And for many businesses, temp assignments can be trial periods from which valuable regular employees can be hired if needed. Employers can maximize the effectiveness of contingent workers and their experience with their company with some thoughtful preparation and sound practices:

• Develop a positive relationship with sources of contingent talent. Do this even before you need them. Identify as many sources as needed to cover both quality and quantity of talent. Never rely on a single source. Even when you have a preferred source and relationship, there will be times or circumstances when they will not be able to fulfill your need. Being prepared with a few secondary sources will reduce the stress and get the job done when needed.
• As with regular employment, it is important to be clear about the skills, experience and personal qualities required, and what exactly the person will be doing on the assignment. When a third party agency is involved, they will need these specifications to be able to source and screen effectively on your behalf. Time and money are wasted when an agent presents unacceptable candidates due to lack of clear understanding of requirements on the part of the employer.
• Take time on the front end to orient the person or team. All too frequently, contingent workers are shown their desk, the restrooms and the task at hand, without a larger context. For people to do the best possible job, they need to know the larger picture and how their role fits into it. If there is likely to be an ongoing need, consider preparing a manual that would guide people as to the structure, resources, history and progress of the role or project.
• Let your expectations be known. People inherently want to do a good job. However, when a worker is left with only his or her best guesses and assumptions, the stage is set for frustration for all. Time and effort are lost, and the financial cost can be considerable, either through re-work or replacement of the individual.
• Finally, check in regularly to evaluate progress and to assess needs and resources. Communication and support is a major key to the success of flex workers, as is for all employees.

Adapted from the author’s column, previously published in the Syracuse Post Standard Pathfinders CTS, Inc. ♦ 315-453-7608 ♦ 1-800-439-7608 ♦ www.TrustedCoach.com

Employee of the Month

Jan 12  Derek Kerr  Manufacturing, Assembly & Warehouse

Dec 11  Robert Reeder  Commercial Drivers & Logistics

Nov 11  Genette Rivera  Administrative & Clerical

Oct 11  Theron Brewer  Manufacturing, Assembly & Warehouse

Sep 11  Michael Keator  Commercial Drivers & Logistics

Aug 11  Heidi Kibbe  Administrative & Clerical

Jul 11  Michael Adao  Manufacturing, Assembly & Warehouse

Jun 11  Marcel Jones  Skilled Trades & Construction

May 11  William Garrow  Commercial Drivers & Logistics

Apr 11  John DeBottis  Manufacturing, Assembly & Warehouse

Mar 11  Christina Hallatt  Administrative & Clerical

Feb 11  Richard Jamieson  Manufacturing, Assembly & Warehouse