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Contingent Staffing

Avoid Issues of Co-employment

August 1, 1996
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A list of do's and don'ts your company should follow to avoid potential liability.
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When Things Go Wrong With Temps

August 1, 1996
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Some temporary employees end up wanting more than you bargained for-and become disgruntled when you can't meet their needs. Common missteps can ruin the relationship. But three strategies can keep it on track.
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Swapping Workers To Save Jobs

August 1, 1996
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In today's complicated world, ethical decisions aren't always black or white; options often fall into gray areas. Readers responded to this situation posed by Personnel Journal .
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Brooks Beverage Share Thy Neighbor's Workers

June 1, 1996
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When Brooks Beverage Management experienced a lull in production, a creative team of strategic planners dreamed up an unusual arrangement for temporary redeployment: loaning workers to Haworth, its next-door neighbor.
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PSE&G Create Job Orders, Not Pink Slips

June 1, 1996
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Utility giant PSE&G reorganized in 1993 and axed 575 jobs. But it kept the people. By transitioning most of the redeployees into temp jobs, then to other full-time positions within the company, it was able to keep the talent and eliminate the bloat.
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From Santa to CEO—Temps Play All Roles

April 1, 1996
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With increased downsizings, global competition and rapidly changing technology, companies need contingent workers who have special expertise.
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HR's Game Plan for the Olympics

January 1, 1996
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The 1996 Olympic Games in Atlanta are a model of HR planning. Imagine trying to staff, manage, and—for the first time—offer outplacement assistance for thousands upon thousands of employees.
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Striking a Balance Temps and Union Workers

January 1, 1996
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The percentage of temporary workers is significantly higher than allowed by the standard contract. Can you keep the temps, citing industry volatility?
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Don't Treat a Temp Like a Temp

November 1, 1995
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Everything you do to motivate temps should be designed around not treating them like temps.
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Legal Entanglements of Motivating Temps

November 1, 1995
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Companies that use long-term temporary workers from staffing agencies need to be aware of the legal obligations and risks involved in establishing programs designed to motivate those workers.
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