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5 myths about staffing companies

Using a staffing company can be similar to hiring a traffic ticket lawyer when you get a speeding ticket. It is not 100% necessary but can help get you out of a jam quickly. So why then are so many people hesitant to contact a staffing company? I think the following 5 myths play a major role in that.

Myth #1: Staffing companies are only good for temporary jobs.

Reality: The jobs available through staffing companies are “real” jobs at companies like Amazon, Continental Airlines, Freddie Mac, Hearst Publications, Microsoft, PG &E, RBC Dain Rauscher, Suntron, Sony, Starbucks, and Visa. These companies develop budgets to hire a set number of full-time employees on an annual basis and include in that budget a substantial amount of money that can be used to hire temporary staff throughout the year to handle the ebb and flow of business.

When the time comes for the company to open up the temporary position as full-time, you are perfectly positioned to interview for the full-time job.

Myth #2: The jobs available through staffing companies are low-paying jobs.​

Reality: This is simply not so. As a recent college grad, you will most likely be offered assignments commensurate with your experience, which is entry level.

It is up to you to decide how to leverage that opportunity so that you can take your career to the next level. One college grad I worked with was able to parlay his experience planning events in his junior and senior years at college into an entry level job paying $12/hr plus benefits, at a special events company that had a Fortune 100 company as one of its clients. At the end of two and a half years, he left that company to become an Account Executive at a major branding design firm. In this new position, he had access to senior level management at Fortune 1000 companies.

Myth #3: Staffing companies only work with entry level, administrative type candidates.

Reality: Twenty years ago, it may have been the case that temporary agencies only worked with entry level candidates. Today, specialty firms that place professional, managerial, and technical staffing candidates, and even agencies that are more general in nature, work with companies that offer opportunities for candidates who are looking to get their foot in the door or change industries.

Case in point: a couple of years ago I worked for a staffing company that placed a Rhodes Scholar in his first full-time job at a major internet retailer, two Ph.D.s making the switch from academia to the “real world” at a much higher rate of pay than they had been making in academia, and a seasoned patent paralegal interested in leaving a law firm and going into industry.

In another case we worked with a young lady looking to get a job as a dental assistant. We found a dentist Spring TX office that fit her needs and were able to successfully place her in a career based environment making a good living.

Myth #4: Assignments only last a couple of weeks at a time at the most.

Reality: It depends upon the assignment. Assignments can last anywhere from one day to a couple of weeks, to nine months. If you do a good job, like the company and the company is pleased with your efforts, you can be hired full-time. The beauty of working with a staffing company is that you get exposed to a variety of companies, positions, and opportunities that you may never otherwise have been privy to. It’s the easiest way to find out what you like about different companies in a very short period of time. After three or four long-term assignments, you’ll have a much better idea of what you’re looking for in terms of company culture, the type of boss that you work best with, and the type of work you enjoy doing.

Myth #5: The temporary jobs available through staffing companies don’t offer benefits.

Reality: Not necessarily true. Depending on the staffing company, the varieties of benefits available to employees are just like “real” company benefits including direct deposit, holiday, medical/dental, employee referral bonuses and 401K benefits.

Not only have staffing companies evolved into a highly professionalized industry, they offer a career entry point no one should pass up. If you find yourself unemployed and unclear about your prospects after graduation, consider a staffing company as you would your university placement center ­ you really can’t afford to pass on a resource that just might land you the job you want or at least a clearly marked path to it.

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Colby Youngblood

Colby Youngblood is the Business Development Manager for Decca Consulting. He provides business development strategies to senior management, account management, prospects for new clients, and fosters and maintains relationships with existing clients. He has extensive experience in Aircraft Maintenance Operations Management, Human Resource Management, strategic planning, leadership training, and public speaking.

Colby is a military veteran and retired from the United States Air Force after 20 years of service where he filled many different leadership roles.From 2006 to 2009 served as the Aircraft Maintenance Section Chief where he was responsible for the training, work scheduling, PTO scheduling, annual performance reporting and awarding system for over 200 aircraft maintenance personnel. From 2009 to 2010 he was the Operations Director-Aircraft Maintenance, where heled 12 different teams of 140 aircraft maintainers to ensure the safety, security and airworthiness of 27KC-10A aircraft worth $2.3 billion.From 2010 to 2011 he served as the Human Resources Director-Basic Military Training, where heoversawfor the morale, health, and welfare of 6,000 basic trainees and 70 Military Training Instructors. Colby’s final position with the Air Force was as the Deputy Chief, Strategic Plans & Programs Office at the Defense Language Institute English Language Center. Here he developed and provided advice to senior leadership on the integration of near and long term strategic plans and policy. He also served as project manager on several high profile projects, to include the $400 million Royal Saudi Air Force English Language Training Contract.

Colbyis a graduate of Embry-Riddle Aeronautical University where he majored in Professional Aeronautics, graduating summa cum laude. In May of 2015, he will graduate from the University of Houston’s Executive MBA program with a specialization in Leadership. He also graduated from all three levels of Air Force professional development/leadership academies and the United States Air Force First Sergeant Academy (HR Director School) where he took top honors in all schools.

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Nasreen Ahmed

Nasreen Ahmed is the CEO of Decca Consulting. She is responsible for leading the development and execution of the company’s long term strategy with a view for creating shareholder value. She also shares the responsibility for all day-to-day management decisions and for implementing the company’s long and short term plans. She is accountable for communications on behalf of the company to employees, government authorities, and other stakeholders.


Nasreen has been involved in education and rehabilitation for the last 11 years. Since 2003, she has been involved in projects such as Parent Power where the mission is to help refugees and distressed families to get acclimated to the US work force and ultimately become successful US citizens. Parent Power also provided support to adult learners to earn their GED. In 2007, she joined Decca Consulting. The company grew to 3.6M in 4 years and served Fortune 100 customers in the oil and gas industry.


Nasreen is married to her best friend Nayeem with 3 beautiful girls. Nasreen and her husband own a hospital in Bangladesh that provides free care for approximately 400 patients each month. They also fund a scholarship program in Bangladesh that provides financial assistance for distressed kids. At Decca, all employees have the freedom to work from home because family values are of utmost importance.


Nasreen Ahmed has a Master’s Degree in Education from Lamar University in Texas and a Bachelor’s Degree in Psychology from Florida Atlantic University in Florida. She is a certified school counselor, and a certified teacher of Gifted and Talented students.

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Nayeem Amin

Nayeem Amin is a Managing Partner at Decca Consulting which came into inception in 2007. With a diverse background in sales, Nayeem worked in the IT staffing industry since 2005 and found interest in starting up his own business to provide the customer with better value and on-demand solutions. Before Decca, Nayeem Amin worked at Premier Technologies, another IT Staffing firm based out of SugarLand Texas. At Premier, he served as a Business Development Manager bringing in new clients who need IT staffing solutions. Due to an economic downturn, he was laid off in January 2008. Knowing what was coming in the future, Nayeem started to focus on working for himself. Although the economy was at a decline, he believed that there would always be a need for resources and if Decca could provide niche on-demand resources with better value added, the customers would appreciate the market differentials that Decca had to offer.


The biggest challenge in the staffing industry is finding quality resources, finding them fast, and getting them onboard at the client site as quickly as possible. Of course, everyone wants to pay less so Decca offered a few value propositions that proved to be successful. Decca would provide resources within 24-48 hours of receiving the requisition; the candidates would be tested, screened and ready for interview at the customer’s convenience. The overhead for Decca was very low and that was the biggest advantage because Decca would provide the same resources as its competitors, but only quicker and cheaper.


With the support of Nayeem and trusted advisors, Decca grew to 3.6M in 4 years and served fortune 100 customers in the oil and gas industry.


When Nayeem Amin is not working, his passion lies in volunteering and being of service to his community. Nayeem Amin and his wife own a hospital that provides free care to over 400 patients per month in Bangladesh. Also, Nayeem and his wife fund a scholarship program in Dhaka and provide financial assistance for distressed kids in his home country. Nayeem Amin also enjoys mentoring children in his local community by volunteering at his neighborhood High School as a mentor.


Aside from being a professional, Nayeem Amin is married with 3 beautiful girls who keep him busy at all times. At Decca, all employees have the freedom to work from home and we put family values first.


Nayeem also enjoys fast cars, building race cars and participating in anything where speed is involved.


If you would like to know more about Nayeem Amin please visit his LinkedIn Page and send him an invite.

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Sadad Hossain

Sadad Hossain is a Business Development Manager at Decca Consulting. He is responsible for building and managing the company’s book of business, both through new client acquisition as well as farming existing clients for new business in either our Technology & Engineering verticals. He targets organizations nationally in need of staffing resources through aggressive networking, cold calling, and needs based selling. Also as BDM he acquires new business with existing clients by leveraging current relationships and services that Decca Consulting is providing them to uncover additional needs for technical resources throughout their organization.

Sadad is currently pursing his Bachelor’s Degree in Computer Science at the University of Houston. His past experiences range from being a volunteer firefighter and paramedic to being apart of a start up company. In his free time, Sadad loves to go fishing and hunting. Another passion of his is flying airplanes. Sadad is happily married and enjoys life to the fullest. Although he is the youngest member at Decca Consulting, he is well equipped and ready to provide the best service possible to Decca Consulting’s clients.

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Recruitment

Employee recruitment forms a major part of an organization’s overall resourcing strategies, which identify and secure people needed for the organization to survive and succeed in the short to medium-term. Recruitment activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels. To be effective these initiatives need to include how and when to source the best recruits internally or externally. Common to the success of either are; well-defined organizational structures with sound job design, robust task and person specification and versatile selection processes, reward, employment relations and human resource policies, underpinned by a commitment for strong employer branding and employee engagement strategies.

Internal recruitment can provide the most cost-effective source for recruits if the potential of the existing pool of employees has been enhanced through training, development and other performance-enhancing activities such as performance appraisal, succession planning and development centres to review performance and assess employee development needs and promotional potential.

Increasingly, securing the best quality candidates for almost all organizations relies, at least occasionally if not substantially, on external recruitment methods. Rapidly changing business models demand skill and experience that cannot be sourced or rapidly enough developed from the existing employee base. It would be unusual for an organization to undertake all aspects of the recruitment process without support from third-party dedicated recruitment firms. This may involve a range of support services, such as; provision of CVs or resumes, identifying recruitment media, advertisement design and media placement for job vacancies, candidate response handling, shortlisting, conducting aptitude testing, preliminary interviews or reference and qualification verification. Typically, small organizations may not have in-house resources or, in common with larger organizations, may not possess the particular skill-set required to undertake a specific recruitment assignment. Where requirements arise, these are referred on an ad hoc basis to government job centres or commercially run employment agencies.

Except in sectors where high-volume recruitment is the norm, an organization faced with sudden, unexpected requirements for an unusually large number of new recruits often delegates the task to a specialist external recruiter. Sourcing executive-level and senior management as well as the acquisition of scarce or ‘high-potential’ recruits has been a long-established market serviced by a wide range of ‘search and selection’ or ‘headhunting’ consultancies, which typically form long-standing relationships with their client organizations. Finally, certain organizations with sophisticated HR practices have identified there is a strategic advantage in outsourcing complete responsibility for all workforce procurement to one or more third-party recruitment agencies or consultancies. In the most sophisticated of these arrangements the external recruitment services provider may not only physically locate, or ‘embed’, their resourcing team(s) in the client organization’s offices, but work in tandem with the senior human resource management team in developing the longer-term HR resourcing strategy and plan.