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Unpacking The Jobs Plan continued..

Small Businesses

Mr. Obama’s plan would cut payroll taxes in half for up to the first $5 million in wages businesses pay and offer a $4,000 tax credit to companies that hire long-term unemployed. It would also extend the so-called “100% expensing,” which allows firms to take an immediate 100% tax deduction on capital investments, an incentive that would otherwise expire at the end of the year.

Companies that are on the fence about making a new hire might decide to do so with the tax incentives, said Bob Litan, vice president for research and policy at the Kauffman Foundation, an entrepreneurship advocacy organization.

Still, because the proposed tax breaks are temporary, their effectiveness in creating hiring will be blunted, said Bill Rys, tax counsel at the National Federation of Independent Business, a small-business association.

“A lot of the concerns that we’re hearing from our members are long-term issues,” not temporary problems, he said, citing a July study the group conducted in which 51% of small-business owners said lack of demand as their No. 1 problem.

— Jeremy Greenfield


Unpacking The Jobs Plan

— Joe Light

In Thursday’s much-anticipated jobs speech, President Barack Obama called for new infrastructure programs, payroll tax credits, and decreased government regulation to create new jobs, as well as extended benefits for the unemployed.

Here’s a look at how the jobs plan, if enacted, would directly affect different groups of workers as well as the unemployed:

The Unemployed

Under Mr. Obama’s plan, the unemployed would see several additional programs to help get them back to work.

The plan would renew the 99-week unemployment benefit limit, which would expire at the end of this year if not for Congressional approval.

States would be required to start what White House officials call “rigorous reemployment services” to help the long-term unemployed–those looking for work for 27 weeks or longer–find jobs. Modeled on current jobs programs offered in Georgia and North Carolina, employers could potentially “try out” and train unemployed workers for free while the workers are paid by unemployment insurance funds. Some economists have noted that the success of such programs hasn’t been proven by research, and labor advocates have expressed concern that it could lead companies to exploit desperate job-seekers.

Meanwhile, employers would get a tax credit of up to $4,000 to hire people who have been out of work for more than six months, a move that would help level the playing field for the long-term jobless, said Rutgers economist Bill Rodgers.

“The reality for these workers is that they have a weaker job network and skills that are beginning to atrophy,” Mr. Rodgers said. “[The credit] helps offset that perceived cost for employers.”

The actual impact that the president’s plan would have on the unemployment rate will depend largely on how confident Americans and companies are in its effectiveness, Mr. Rodgers said.

Aggressive Growth and Expansion for The Select Family of Staffing Companies

“With our current economy, now is the ideal time to get into the staffing industry,” says Steve Sorensen,” Chairman and CEO of The Select Family of Staffing Companies. More than ever, companies are turning to staffing firms for the access to talent, cost savings opportunities, and flexible staffing options.”

According to Staffing Industry Analysts (SIA), the staffing industry can anticipate an annual average revenue growth of 5% through 2016, and temporary staffing (in nearly every occupation) is expected to grow faster than overall employment, which SIA attributes to increasing acceptance and integration of staffing services into the business strategy of companies.

Copyright (C) 2011 PR Newswire. All rights reserved

WorkWise: No jobs? The dynamics have changed.

By Mildred L. Culp

The Bureau of Labor Statistics continues its drone about the job market, shaping negative thinking and discouraging people from job hunting and spending. A spokesperson reports that it doesn’t ask employers if a job is temporary or permanent. In addition, BLS funnels all jobs into the specific industry where the job resides. You could read BLS every month and be completely oblivious to the growing cluster of temp jobs.

To find out what’s happening right now, I interviewed three temporary agencies spanning the country and a digital advertising agency. Their upbeat responses to my questions confirmed what I know to be true. The market has changed. Corporations are hiring and business at staffing companies is brisk. Employers are more willing to communicate with applicants. Of course, if you’re unemployed or just ready to change directions and are practical, you might go after a temporary assignment or contract to get on track.

Charlie Allport, executive vice president at West Valley Staffing Group Inc. in Silicon Valley, Calif., shares bright news about his contract and temp staffing in software, engineering, finance and accounting, and clerical/administrative. He mentions that the last 18 months have brought “a steady increase in demand in Silicon Valley’s semi-conductor-related software, solar/green tech, wireless technology, cloud computing and, especially, software and IT-related assignments, with a trickle-down effect for other business we support.” Talented software engineers get snapped up. He maintains that the area’s constant reinvention keeps creating opportunity.

At the opposite end of the country, Kim Cottage comments, after 20 years in staffing, “Business is very much up.” She’s vice president of Key Accounts and Marketing at GreyStone Staffing Inc., headquartered on Long Island, N.Y., with an office in Manhattan. GreyStone specializes in placing temps, with some direct hire, in office support, accounting and finance, IT, health care, science and industrial. Some of her clients provide enhanced skill training.

Cottage is watching employers hire temporaries in all kinds of jobs, “with the intent of going direct based on performance and economic demand,” she says. Assignments converting to direct hire after two to three weeks, or, more frequently, 90 days, have increased about 35 percent. Growth is coming from aerospace, laboratories and customer service in communications, distribution, manufacturing, aerospace and health care.

The Midwest has good news, too. Columbus, Ohio’s Terri Price-Deep, talent manager at Portfolio Creative LLC, is observing two hopeful signs. “Clients are more willing to take on direct hires to start,” she reports, “which is a sign of the economy opening up.” She’s also seeing more temps converted to direct hires.

“There’s a huge need for interactive designers and developers, who are very hard to find,” she says. “The ones who are good are working. I tell colleagues and friends to make sure their kids grow up to be interactive designers. In addition, we need copywriters with advertising experience, not just background in journalism.” Her firm also places in graphic design, marketing and account executive positions among large retailers, corporations and ad agencies.


In a very different environment, Seattle’s Louis Vong is watching employers meet job seekers through social media. He advocates the use of social media for several reasons, not just because it’s a trend. Vong is vice president of Digital Strategy at TMP Worldwide Advertising & Communications LLC, a digital advertising agency headquartered in New York.

“Social media creates new behavior among job seekers and employers,” Vong observes. “When you follow a company on sites like Facebook, LinkedIn or Twitter, you expect two-way conversations.

“Before social media,” he adds, “applicants might feel as if their resume fell into a black hole and might not ever speak to a recruiter or someone in a company.” Vong concedes, however, that some employers contradict themselves by developing a presence in social media but not responding.

It’s back to the drawing board. If you want to find employment, you can. Gain new perspective and hunt.


Read more:

Top Reasons for Employee Turnover

A recent survey produced by SHRM and, the
free, executive career site of The Wall Street Journal, two of my personal
favorite sites. The survey results include responses from 451 HR professionals
and 300 managerial or executive employees.

“We’re surprised by the percentage of executive
employees who say they plan to jump ship once hiring rebounds,” says Tony
Lee, editor in chief/general manager of “And with 56
percent of HR professionals agreeing that turnover will rise, we’re interested
to see what types of retention efforts those companies launch to keep their
best employees on board.”

Employees cited the following three top reasons they would
begin searching for a new job:

•53 percent seek
better compensation and benefits.

•35 percent cited
dissatisfaction with potential career development.

•32 percent said they
were ready for a new experience.

HR professionals were asked which programs or policies they
use currently to help retain employees. The following three are the most common
programs employers are using to retain employees:

•62 percent provide
tuition reimbursement.

•60 percent offer
competitive vacation and holiday benefits.

•59 percent offer
competitive salaries.

Most HR professionals surveyed (71 percent), in large
organizations (those with more than 500 employees), thought it would be
extremely likely or somewhat likely to experience an increase in voluntary
turnover once the job market improves. Forty-one percent from small
organizations (1-99 employees) said it was extremely likely or somewhat likely
that turnover would increase. Fifty-three percent of respondents from medium
organizations (between 100 and 499) thought the same.


If you are in your field strictly for the paycheck (e.g.,
chasing the dollar, title, prestige, power, etc.) and do not have a genuine
passion for what you do, there is a strong likelihood you will never obtain and
meet your expectations.  If you do not
have a genuine interest for your profession it is also likely will never be the
best in your field.  The person sitting next
to you who is passionate about their work and is driven by a personal interest
in his/her respective field will progress much, much more quickly and
eventually will obtain the big dollars you are seeking.  Money is nothing more than a bi-product of
being talented in one’s profession (obviously, it has to be a field that
rewards for excellence).

Candidates need to take an inventory of their personal goals
before searching for their next professional challenge.   If one’s
personal goals do not align with one’s professional goals, one will never find
true fulfillment and will never achieve their wanted earning potential in that
respective field.

I am a professional job and placement coach, not a personal
or life coach, but I have struggled down both paths myself a few times.  Fortunately, I was lucky to be surrounded by
my industries most successful and talented that encouraged me to launch my own