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For Building Special Teams – For Cultural Matching – For Contract Solutions
Problem:
A large telecommunications firm was implementing an SGML based document system and a new archiving system. They needed a twelve month transition team of six people to create new documents and convert legacy documents, operate the help-desk and train authors in five states. The managers knew they needed to have the team in place by December 1, and that they had no office space to put them in.
Solution:
We helped them to set the criteria for a team of home-based workers, and started identifying potential candidates in September. About mid-September, they moved the start date up to November 1. By mid-October, we scheduled eight interviews, and with PRA staff in attendance, they were able to select the six teammates the same day. PRA helped the team to give notice to their current employers, coordinated information for establishing new business phone lines to their homes and had everyone in place on November 1. The team has blended very well and, in some ways, work more closely together by telecommuting, then employees who are all under one roof.
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Problem:
One of our clients needed to put engineers at their client’s plant, and wanted to bring them on board through PRA. Althought it was their project, the two onsite supervisors were not their employees. They had hired and fired a couple of people already who were not able to withstand the pressure applied by the one supervisor and the strong union environment in the plant.
Solution:
By asking more questions about the culture and environment, we were able to develop a personality profile for the ideal candidate. We also spoke with our client’s account manager to get a better picture of the onsite supervisors and their expectations. We found out what issues had occurred in the past and anticipated the problems our employee might encounter. We were able to use this information to eliminate candidates who would not perform well in that setting. When we submitted candidates, they were screened by our client contact and then recommended to the onsite supervisor. Out of four candidates, three were placed, one has become a direct employee and another one will convert to direct status in 30 days. Our client was pleased because we made them look pro-active and resourceful to their customer. We have also helped them to be trusted to expand their program to other plants.
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Problem:
An automotive publishing company, specializing in dealer training and publications for the Big 3 had gone through two changes of ownership in three years, and employee retention and morale was low. PRA had been placing people there in temp-to-perm contract positions for five years and had a strong relationship with the original management team, most of which was still intact. However, as key staff members left after the latest management change, our employees, many of whom are the main breadwinners for their families, began to get nervous and ask to be moved to new assignments.
Solution:
First, we confirmed with management the status of key programs, and their prospects for continued growth. We also extended our knowledge of the new corporate parent and their affiliated businesses. Secondly, we strongly counseled our current and past employees to stay put. We talked to them about how they could use this transition to strengthen their value to the company and how the new corporate benefits they would be receiving as direct employees would offset some of the short term pain they were currently feeling. Third, we increased our recruiting effort to help fill openings faster, and re-structured our contract terms to allow the company to place people without increasing employee costs beyond what the programs would support. The result is many of our contract workers are still there, and as they have converted to direct employee status, they have reaped the benefits of their loyalty in increased responsibilities and pay. Our new hires were just as excited to join the company as ever, because it offered them a chance to better themselves and their skills, and with our restructured contract, they were able to convert to direct status faster.
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