What Recent Grads Are Looking For

Recent graduates have the right mentality and mindset for temporary employment, as many have admitted to having little staying power both professionally and geographically.

In a recent Adecco survey, only 3 percent said they’d expect to stay at any given job for more than five years. A third (33 percent) expect to stay for three years or less.

Like their expectations of relatively frequent job hopping, recent grads are equally open to relocating. Ninety-four percent said they would be willing to move to a new city for some reason. The top reasons for relocation are higher pay (73 percent), a job offer from their dream company (59 percent) or a job offer in their dream city (51 percent).

For more survey findings, click here to read a press release.

The Benefits of Factoring

Understanding the details and proceeding with temp staffing factoring offer valuable benefits to the staffing firm. Factoring generally provides cash more quickly without the hassles of financial reporting review. For example, a traditional lender usually asks and takes significant time to review the staffing firm’s financial statements and tax returns, whereas a factor usually doesn’t ask for that information.

Buchalter & Nemer Attorney Bob Zadek agrees, saying temp factoring’s flexibility makes it an ideal choice for any type of staffing firm.

“A factoring company generally is more tolerant and understanding of a staffing company’s needs,” he says. “Also, if you have a great relationship with your factor, there is some room for negotiation. So if you need more money than your contract specifies, you might be able to get it from a factor whereas you wouldn’t get that from a bank.

“Factoring companies are competitive and want to keep your business, so they’ll generally consider requests like these more than a bank would. Factoring is really such an easy process, and the benefits are many, especially for staffing companies.”

 

Settling in at a New Company

When Thomas Moran first arrived at staffing firm Addison Search as the company’s CEO, he faced a lot of pressure. However, he took a step back and decided to take a methodical approach in his new position.

Moran recently outlined this approach in a Smart Business article. His tips can benefit staffing firm owners and operators at all stages of their careers and can be particularly useful for those starting a staffing agency.

  • Get to know people. “The first question you always ask is, ‘Just tell me a little bit about yourself,’” Moran says in the article.
  • Pick your battles. As Moran met with the employees, he sensed they were looking for leaders who could do a better job of making decisions and engaging the staff. So he implemented a “bottoms-up budgeting process” to make it happen.
  • Build a foundation. Moran build relationships with his coworkers as he got to know them. He also kept the lines of communication open and shared his thoughts and goals with them.

For more on Moran’s leadership approach, click here to read the full article.

What to Look for in a Factor

Deciding to pursue temp factoring is the first step, but what should staffing firms, including those who are starting a staffing agency, look for in a factor?

Bruce Friedman, director of Assurance Services at SS&G, recommends asking peers within the staffing industry for referrals. “Ask around and see if you know somebody who has used the factor and had good experiences with them,” he advises.

By asking about potential factors before meeting with them, firms will be able to narrow their prospect list and save valuable time.

Friedman also recommends making sure the potential factor has a stable source of cash. While firms are probably not able to look at the temp factoring company’s finances, they can inquire as to how their company can be assured it will be able to receive its funds, Friedman says.

Stuart Gelb, Founder and President of The Liquidity Source, an independent financial advisory and consulting firm, suggests staffing firms select a factor that specializes in staffing firms.

“Factors who only specialize in staffing firms will better understand how your business operates and what its unique needs are,” he says. However, even if a staffing firm has a great factoring company or is getting a great deal, it is wise to review options annually.

“Banks get aggressive at times for all kinds of reasons,” he says. “If you find a better rate, you can go back to your factor and say, ‘We have a great relationship, but at these numbers, I’m thinking about leaving.’ Most often, they’ll beat the price to keep you on as a client.”

What is Recourse vs. Non-recourse Factoring?

You may have heard the terms recourse and non-recourse when discussing temp staffing factoring or temporary agency finance. But what do these terms mean?

Recourse factoring is the most common form of factoring, especially in the staffing industry, and is the type of factoring TemPay provides. It means the staffing firm assumes the risk and losses for unpaid invoices.

Non-recourse factoring, on the other hand, means the factor assumes the risk of bad debt and is out money for an uncollectable bill. This is uncommon, and if a factor does offer it, it usually comes with a fee.

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Who Owns Accounts Receivable in Factoring?

Temp staffing factoring, in which staffing firms sell their invoices for a fee to a third party and gain cash upfront to pay their employees and other related parties, is a popular temp agency funding option. However, it is sometimes difficult to determine who owns the accounts receivable.

“In a traditional banking situation, you’re using your receivables as collateral but retain control of them,” says Bruce Friedman, director of assurance services at SS&G, a national accounting and business consulting firm. He explains that in some factoring situations, the factor, not the firm, controls the temp agency accounts receivable.

Friedman cautions tax implications differ depending on who owns the accounts receivable. Most staffing companies report their income on a cash basis. If the factor owns the accounts receivable, the factor’s payment should be treated as income for the firm at that time. If the staffing firm owns the accounts receivable, the factor is treated like a line of credit and payment is not considered taxable income. A staffing firm should always consult a tax advisor to make sure it is reporting this information correctly, Friedman advises.

Technology Can Help Your Firm Run More Efficiently

Technology makes your firm’s operations run faster, easier and more economically.

One such way technology can help your staffing firm is in your hiring process, according to a recent Smart Business interview with Jeremy Wilcomb, operations manager at The Daniel Group, an executive search and contract staffing firm.

Video resume technology is one of the newest technologies staffing firms are using because it enables them to get a feel for candidates who might be located some distance away, Wilcomb says. The technology allows you to hear how a potential hire would answer questions and visually experience how they present themselves, as opposed to just seeing them on paper and hearing them on the phone.

Another way technology can help your business is through management software like Tempay Complete Solutions Software. This software helps staffing firms create job orders, enable administrative control over all offices, create customer quotes rapidly and precisely and more. It is the same software TemPay uses to manage staffing service payroll and temp staffing factoring.

For more ways technology can help your staffing firm, read the full Smart Business article by clicking here.

Lack of Communication Top Management Mistake

In a new Accountemps survey, 41 percent of chief financial officers (CFOs) interviewed said lack of communication between staff and management is the most frequent misstep companies make in managing their teams. Lack of recognition and praise was cited by 28 percent of respondents.

The survey was developed by Accountemps, a staffing company for temporary accounting, finance and bookkeeping professionals. It was conducted by an independent research firm and is based on interviews with more than 1,400 CFOs from a stratified random sample of U.S. companies with 20 or more employees.

“Employees want to be kept in the loop and feel appreciated,” said Max Messmer, chairman of Accountemps. ”An organization can only be successful if its employees have the information and support they need to do their jobs well and a forum for two-way communication.”

For more survey findings and five things managers should say to employees on a regular basis, click here.

Strategies to Improve Employability Skills of Youth

Staffing firm ManpowerGroup recently released white paper addressing the growing regional and global problem of youth unemployment.

“Today’s youth face multiple remediable barriers to building employability skills. They lack skills, experience and credentials relevant to the workplace; resources to help inform career choices; and a lack of available entry-level jobs that lead to meaningful careers,” said Jeffrey A. Joerres, ManpowerGroup Chairman and CEO. “Thinking needs to shift from job security to employment security — possessing the skills necessary to remain employable.”

The paper, ”Wanted: Energized, Career-Driven Youth,” offers these tips for improving the employability skills of youth:

  • Participate in career guidance programs for youth still in school: Employers should partner with schools and other vocational institutions to improve the quality and delivery of career services for young people, who are making important decisions about their future.
  • Create and engage with programs that build young people’s work experience: Young people need to acquire experience that demonstrates to employers they are capable of applying skills to business tasks. Internships, project work and short-term temporary work are superior alternatives to an extended period of unemployment.

For more tips, read a press release by clicking here. To read the white paper, click here to download a PDF.