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March 19, 2010
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Best Practices in Managing Contingent Workers
Positioning your company against co-employment and employee classification risk
LATEST WHITE PAPER
American Staffing Association
Assignment Limits and Client Concerns About Benefits Liability: Issues and Answers
 
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Design Management Depot

Webinars
Best Practices in Managing Contingent Workers
Best Practices in Managing Contingent Workers - Positioning your company against co-employment and employee classification risk.../more/
Discussion of 2009 Interactive Employment Report
Report author Tom Roberts from Personified’s research team will join BOSS Group VP Conor Smith to discuss the report findings...sign in below to access the report, webinar slides and playback
Positioning Your in-house Design Team for Success
Leading an in-house team presents many challenges for today's creative executives— from being profitable and productive and motivating team members to gaining a seat at the management table. David C. Baker explored some of the issues facing creative services leaders. . . sign in below to access all the reports
Webinar - Overview of 2007 Occupational Report
Monster Worldwide, Inc. and The BOSS Group presented an in-depth analysis of the job seeking and recruiting activity for creative and marketing professionals. sign in below to access all the reports

Research Reports
2009 Interactive Occupational Report
The BOSS Group's fall 2009 research report on the interactive media employment landscape including defining the interactive media field today, U.S. talent supply and demand trends as well as best practices for structuring and recruiting for interactive media teams, produced in conjunction with Personified, a CareerBuilder company. . . . sign in below to access all the reports
2008 Occupational Report
Monster Worldwide, Inc. and The BOSS Group present an in-depth analysis of the job seeking and recruiting activity for creative and marketing professionals. Find out what's really happening in this occupational sector for 2008-2009 hiring and recruitment planning. . . sign in below to access all the reports
2007 Occupational Report
Monster and The BOSS Group report on creative and marketing professions for 2007-2008 hiring and recruitment planning. . . sign in below to access all the reports

Articles
Arm Yourself This Budget Season - Cost Calculations to Help Justify Your Hiring Needs
Budgets are tightening, yet you know the success of your marketing initiatives next year depends largely on having a capable team in place. If adding headcount or expertise means going to the mattresses this budget season, here are four useful metrics to help you to begin a compelling, numbers-based justification for your hiring needs.

Marketing and creative hiring managers share a common goal of increasing outcomes and controlling costs in order to meet budgetary targets. And while cost cutting is no doubt on everyone’s plate today, cost still remains only one part of the profit equation. Particularly as it relates to hiring decisions, focusing on cost-cutting measures alone while failing to factor in the opportunity costs of unfilled positions can be detrimental to your firm’s bottom line overall.

Need some ammunition to help broach the subject? Looking at opportunity costs is one way to shift from a cost-savings conversation to a discussion about bottom line results. While you may lack access to the depth of information required to dive deep into cost calculations for your firm, these simple formulas will give you a great starting point to open up a discussion with your finance and accounting department and help justify your case to add high quality headcount and expedite the hiring process despite a tightening economy. . . sign in below to read the rest of the article

White Papers
ASA White Paper - Assignment Limits and Client Concerns About Benefits Liability: Issues and Answers
Staffing firm clients’ concerns about benefits liability largely stem from litigation

during the 1990s involving Microsoft Corp. (Vizcaino v. Microsoft). In the late 1980s, Microsoft used independent contractors to do the same kind of work done by its direct employees. After the Internal Revenue Service ordered the workers to be reclassified as employees, Microsoft hired many of them directly or engaged them through staffing firms.

The workers later sued Microsoft, claiming to be common-law employees of Microsoft and entitled to the company’s benefits—retroactively. After years of litigation, the court concluded that they were common-law employees of Microsoft and entitled to the company’s stock purchase benefits. Microsoft settled the case in 2000 for $97 million. Download the white paper

HIREdge Tip Sheets
Developing a Hiring Strategy, Part 1 - The Assessment - What You Need and How to Get It
The decision to hire a new employee is one of the biggest investments a company can make. And yet it is usually the one that is given the least amount of time and attention. A bad hiring decision can cost companies thousands of dollars, along with time, momentum . . . even morale. You can choose to simply refill the open slot and run the risk of repeating past mistakes, or you can use the hiring process as an opportunity to “take inventory”—to give your department a much-needed “checkup” that will improve the overall health and direction of your organization. . . . sign in below to access all the reports
Developing a Hiring Strategy, Part 2 - The Decision: A Hiring Checklist
Too often it’s sentiment rather than skills that drives the hiring decision. As many employers will tell you, personality is a poor predictor of future job success. It’s best to focus on candidates who can “get the job done,” not simply “get the job.” Although presentation and poise matter, those qualities don’t necessarily make a good employee. The more orderly and systematic your hiring strategy is, the more likely you will select a candidate based on performance and potential, rather than personality . . . sign in below to access all the reports
The Position Description - Foundation of Your Hiring Strategy
The position description is the “holy grail” of the hiring process. It is the strategy “spring” from which all other activities such as advertising, interviewing, evaluating, and managing the new hire, will flow. When a new position opens up, it presents a unique opportunity to assess your department and upgrade your expectations. It would be a mistake to simply use the same position description you’ve used in the past without comparing it to the capabilities and performance of your current staff. This could result in hiring the same “weaknesses,” and can negatively impact your department’s long-term growth and potential. . . sign in below to access all the reports
The Resume Review - Strategies for Finding the Best Person for the Job
When tasked with hiring new talent, a common mistake many people make is not beginning with a clear idea of what it is they’re looking for, or not bothering to update the expectations of the job based on new company or departmental requirements. Have you really thought through the functional requirements or “skill sets” the position demands? Hiring managers are human, and like most humans, they have biases and preferences. Without a systematized resume review process in place, you run the risk of overlooking strong contenders, or wasting time on individuals who are not qualified. Here are the key components of a systemized approach, including important things to keep an eye out for as you proceed with your review process. . . sign in below to access all the reports
Telephone Screening - A Fact Finding Mission for the Perfect Interview Candidate
An effective telephone screening can reduce the number of in-person interviews you conduct by as much as 50%. It is an extremely effective tool for winnowing down your list of prospects. It also allays any apprehensions you may have about a particular applicant, and arms you against emotional responses during the interview process. This tip sheet outlines 10 steps to take before you invite a potential candidate in for a face-to-face interview. . . sign in below to access all the reports
Interviewing Basics - The Fundamentals of Conducting a Face-to-Face Interview
Seasoned interviewers sometimes make the mistake of adopting a cavalier approach towards the interviewing process. This “been there, done that” attitude may prompt a hiring manager to simply “wing it” when it’s time to conduct first interviews. This can have less than productive consequences. Think about all the work that has gone into the process thus far—analyzing and clarifying job expectations, fine-tuning the position description, exploring all recruitment options, sifting through the mounds of resumes, the telephone screening, etc. Now it’s time for all of that excellent work to pay off. You don’t want to stumble on the final leg of the race. Be prepared, observant, and thorough. It will pay big dividends in the end. Here we’ve outlined interview fundamentals, including what to do before, during and after, and common traps to avoid. . . sign in below to access all the reports
Great Interviews - Insider Tips and Killer Questions
Everyone who has ever job-hunted has experienced the bad interviewer, someone who would rather hear himself talk than the candidate, who drones on and on about the job in a flat, scripted manner designed to cause narcolepsy. Then there are the combatants, the interviewers who look at the interview as a battleground. They go out of their way to “stump” job candidates, to make them feel awkward or threatened or confused. A good hiring manager won’t even consider these approaches. If your goal is to bore, disengage, fluster or insult the people you are interviewing, you need to think about what this is saying about you and your company, and what kind of outcome you expect the interview to generate. Rarely do stressful interviews yield illuminating information about the candidate, and even more rarely do they entice candidates to the job. . . sign in below to access all the reports
The Art of Good Management - Leading, Developing and Troubleshooting
It is not an overstatement to say that a manager can make or break a department, even a company. A poor manager can destroy morale, lower productivity, and be an impediment to growth on both a micro and macro level. Good managers, however, can lead a company to triumph. Studies show that a manager’s style figures more heavily than anything else in keeping employees loyal, successful and on board. Optimistic, approachable, action-oriented and confident, the good manager is an informed decision maker, empathetic enabler, and honorable standard-bearer who can bring out the very best in people. Here are 16 tips for management success. . . sign in below to access all the reports
A Great Company is Easy to Work For - A Reputation that Precedes You
Like attracts like. It’s an old maxim, but true. We draw back to ourselves the very thing we give out. The climate of a workplace, or its “culture,” plays a big role in what attracts and retains good employees. There are any number of reasons why a company gets pegged “a great company to work for.” What kind of message does YOUR company leave behind? Here are  six steps to building an employer brand that serves you well. . .sign in below to access all the reports
Maximizing Employee Value - Developing the Talent You Have
There are a plenty of good reasons to develop the talent and expertise of your employees. It increases the value of your company’s intellectual assets; it ensures that the most competent people will be ready to move into vacancies when they surface; it nurtures employee satisfaction and retention; and it helps to develop strong leaders and representatives of the company as it evolves and grows over time. It also makes your job as a manager easier! Here are eleven ways to build employee value. . . sign in below to access all the reports


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