All posts tagged: staffing industry

Hiring Staffing Salespeople? Look For These 5 Attributes.

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Making quality sales hires continues to be a challenge for leaders in staffing and recruitment. This episode of my podcast will help you accurately identify people who will be successful on your sales team.


Scott WintripHiring Staffing Salespeople? Look For These 5 Attributes.
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Think Your Staffing Firm is Competitive? Take This Test to Find Out for Sure.


Lots of staffing owners and execs will tell you that their firm is highly competitive, when it’s not. In this podcast, I share a story of one such exec. I also walk you through The Competitive Test. By answering these 10 questions, you’ll learn the level of your competitiveness compared to other firms and know what to do next to make improvements.

Scott WintripThink Your Staffing Firm is Competitive? Take This Test to Find Out for Sure.
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Build and Maintain a Strong Staffing Leadership Team

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podcast-sleeveSuccess in the staffing and recruitment business hinges on leadership. Yet, building and maintaining a strong leadership team is a constant challenge for many firms. In this conversation with Lisa Maxwell of Gerard Stewart, you’ll hear concrete advice and actionable steps that will strengthen your executive leadership team and also boost the quality of your entire firm’s management.

Scott WintripBuild and Maintain a Strong Staffing Leadership Team
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Be Greedy

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It’s not often you’ll hear me say the words, “Be greedy,” as advice for salespeople in staffing and recruitment. But I just did in an interview. And it wasn’t about money. Hear this and more in this recent guest appearance I made on the Secrets of Staffing Success podcast put out by Haley Marketing.

Scott WintripBe Greedy
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The Hateful Love of Staffing

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The Hateful Love of Staffing

In October 2015, the experts at Staffing Industry Analysts released a report rating primary staffing suppliers. The report was chock full of useful, interesting information, but I’d like to focus on one primary area I found compelling—the Net Promoter Score, a measure which rates customer loyalty.

Scores on this metric can range from -100% to + 100%. Buyers gave their primary staffing suppliers a Net Promoter Score of -4%.

That’s not very good.

To put these numbers in context, US Airways, whose employees have a reputation for rudeness and poor customer service, received a Net Promoter Score of -8% in 2014. In sharp contrast, Southwest Airlines, whose employees are well-known for their courtesy and stellar customer service, received a score of 62% that same year.

Based on this survey, satisfaction among primary staffing suppliers is a mere four points better than the infamously rude and universally maligned customer service representatives at US Airways.

Again, that’s not very good. Without pulling any punches, I’ll go ahead and say it outright: that’s just plain bad.

Let’s compare these numbers to comments made by a panel of chief executives from four prominent staffing firms in the healthcare industry. At the Healthcare Staffing Summit in Las Vegas in September 2015, panelists agreed that their services were not viewed as a necessary evil, but rather, the consensus among executives was that buyers were satisfied with their services. The prevailing view was that their clients valued both their contributions and their partnership.

These conflicting views clearly beg the question: which is correct? The data in the survey, or the insights of the CEO’s?

As with most things in business and in life, the truth is most likely a combination of the two.

In the current economic landscape, healthcare facilities have scores of open jobs and not enough acceptable candidates to fill them. Healthcare leaders, like leaders in many businesses, have turned to the staffing industry for their specialized expertise in solving their hiring issues.

But these organizations, across the board, often make a mistake in the way they approach the staffing industry. They treat staffing services as a commodity. They pressure their vendors on price. They go from one company to the next, like a rug merchant in a busy open-air market. They cast one supplier aside for another based on price alone, even when the current one has provided nothing but excellent results.

These quixotic, fickle attitudes about staffing providers remind me of how many people view insurance: it’s a necessary evil they wish was optional, especially when it’s time to pay the premium or renew their policy. However, when they have a claim, they do an about-face. They’re glad it’s there, and they expect their insurance provider to solve their problems without any hassle. They want their claim settled and they want their adjuster to cut them a check yesterday.

The insurance industry occupies a unique space in the business world. Customers don’t want to buy policies, but legal and business requirements mean they have to buy policies. That’s why the insurance industry—which everyone loves to complain about ad nauseam—has such high market penetration.

But what about the staffing industry, which offers a service virtually no one is legally bound to acquire?

Eric Gregg, CEO of the business survey provider Inavero, recently conducted an appraisal in partnership with The results? They found that only 32% of companies used external staffing services this past year.

In the staffing industry this number can be seen in two ways: first, as a mistake on the part of the companies, and second, as an opportunity for staffing firms.


Because many companies simply aren’t very good at hiring. When they hire on their own, their efforts come with zero guarantees. Yet they insist on going it alone.

You can change this, but first, you have to change attitudes about staffing services. It’s incumbent on the everyone in the staffing industry to eliminate the hate and leverage the love.

How do you do this?

The key is one word: impact. Firms that deliver impact in creative and sustainable ways have significantly higher NPS (Net Promoter Score) than those who do not. Remember, NPS measures customer loyalty.

And that’s what you need to stay ahead: adding more and more loyal, repeat customers.

Where should you start?

I’ve identified five critical impact areas that can help you eliminate the hate and leverage the love. An in-depth exploration of each area will help you maximize its impact on your services.

To make best use of this process, I suggest you review each area carefully. Ask yourself the questions I’ve provided. Answer each question with unflinching honesty. Then, take it to the next level by creating a few of your own.

FlexibilityImpact #1 – Flexibility
How can we deliver more flexible solutions that solve more of our customers’ problems?

AccuracyImpact #2 – Accuracy
How accurately do we match our jobs and candidates? What do we need to change to achieve perfect matching?

QualityImpact #3 – Quality
Where is our quality of talent or service inconsistent? How can we leverage our strengths to improve our quality across all areas?

ValueImpact #4 – Value
What do our customers value most? How can we best learn what they value and deliver more of that?

ImmediacyImpact #5 – Immediacy
Customers typically need someone yesterday. How can we deliver more of the talent they need the moment they call?


Final Thoughts

Keep this number in mind: 32%. That’s the number of companies using external staffing services. That low market penetration represents tremendous untapped potential. Tapping that potential will only happen if staffing and recruitment firms increase their impact.

The best way to maximize impact?

Eliminate the hate and leverage the love.


Scott WintripThe Hateful Love of Staffing
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HR’s Diabolical Plot

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A host of human resource leaders are embroiled in a conspiracy—protecting their companies from the likes of you. Their evil sidekick, procurement, has their back. They make you jump through hoops called the RPF process, leaving you thinking this is your shot, when really it’s a process of exclusion rather than inclusion. They even deploy technological advancements, including VMS, as a shield to protect their companies from too much contact from the perceived toxic interactions with account reps and recruiters. Combined as a force, this dynamic duo is kicking butts, taking no names, and winning the battle while also losing the war for talent.

Whose to blame for this situation? Those who sell staffing and recruiting services.

If combative HR and procurement professionals really understood the value of staffing, at least some of them would join the Justice League. They would welcome the opportunity to fight the good fight alongside you, their partner, in the talent wars. Even more importantly, if everyone in the staffing and recruiting business did a better job of creating and directly communicating tremendous, irresistible value to hiring managers, these decision makers would demand an alliance between parties that should never act like foes.

Three-quarters of companies don’t buy from staffing and recruiting firms each year. This crime can only be adjudicated in one way—by the staffing industry doing a better job of selling the value of staffing. This won’t be accomplished through old school tactics like client control, skill marketing, feature-benefit selling, or Always Be Closing. These are a significant contributing factor to the status quo. Instead, the new ABC’s of selling—Always Be Collaborating—has the power to create lasting relationships based upon trust that the needs of all parties will be met.

Are You Inspiring People to Buy?

Are buyers clamoring to buy from you, seeming almost inspired to buy? Or are many of your sales efforts met with resistance, roadblocks, and even, at times, derision? The Inspired Sale will show you how to engage Sales Flow to create opportunities where buyers feel a compelling need to buy and buy from you. When you sign up by January 31st, this special class is half price. Learn more

Scott WintripHR’s Diabolical Plot
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Radical Accountability Heroes and Zeroes

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Welcome to this series where I feature companies, organizations, industries, and even individuals who exemplify the power of Radical Accountability (the Heroes who have committed to an unwavering responsibility for getting done what really matters most) and the need for it (the Zeroes).

The Heroes

For being committed to rebounding from huge customer defections. You’ve shown that you’re not down and out if you engage in Radical Accountability.

Ecologist Dickson Despommier and Other Proponents of Vertical Farming
For your efforts to bring food security to people throughout the world. No one should have to wonder where their next meal is going to come from and these agricultural pioneers are employing Radical Accountability to help eliminate hunger.

Jason Collins
For having the courage to take a long overdue stand in professional sports. Some might say, since you’re a free agent, this was the worst time to admit being gay, yet, your self-respect took precedent. Being true to what really matters, and what could matter more than being true to yourself, is at the core of Radical Accountability.

The Zeroes

Companies in the Staffing and Recruiting Industry
Who still negotiate on price. Many of these same companies complain about how hard they work and how little they make. If creating a more profitable company is of interest, engage in some Radical Accountability around delivering tremendous value and charging for it.

The Chinese Government
For allowing the harvesting of organs from prisoners, some of whom were never properly tried and convicted. According to the BBC, some of these “criminals” were conveniently executed when a match was found that needed one or more of their vital organs. While having the medical means to provide transplants is admirable, how about some Radical Accountability around how this is being done?

Eastman Kodak plans on leaving Chapter 11 bankruptcy protection. Bondholders and unsecured creditors would end up owning the company with shareholders owning nothing but their worthless shares of stock. Imagine how different the outcome could have been had the leaders of Kodak engaged in Radical Accountability, especially around product innovation to be a market leader instead of market loser.

Scott WintripRadical Accountability Heroes and Zeroes
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What Are Organizational Core Beliefs and How Do We Best Develop Them?

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Scott suggests ways to align your organization with belief, choice, and action to make your organization a place where people want to stay and work.

Scott WintripWhat Are Organizational Core Beliefs and How Do We Best Develop Them?
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Smart Hiring And Firing

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People are the engines that drive the success of companies, however, most hiring and accountability processes are not as nimble and efficient as they could be. Scott shares the “thorough to hire and fire” method for improving the success of the people side of your business.

Scott WintripSmart Hiring And Firing
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