Contract Labour Hire Agency
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Executive Recruitment Triads from an Agency Theory Perspective
Administrative Issues Journal: Connecting Education, Practice, and Research, Summer 2019 Vol. 9, No. 1: 01-18. DOI: 10.5929/9.1.6 Executive recruitment triads from an agency theory perspective Carlos Baldo, Ph.D. Colorado Mesa University Ramón Valle-Cabrera, Ph.D. Universidad Pablo de Olavide Miguel Olivas-Lujan, Ph.D. Clarion University of Pennsylvania Abstract The relationships between clients, headhunters, and candidates during the executive search process has not been researched using agency theory as the theoretical framework. This is puzzling, as the existence of common objectives and information asymmetries between these three parties make agency theory an ideal one to explain the interactions between them. We addressed this gap by developing six testable propositions for researchers. Practitioners may also benefit from the study as understanding the human assumptions in the process of executive recruitment may help increase the chances of achieving positive outcomes. Keywords: Executive Recruitment, Agency Theory, Headhunters, Triad, Information Asymmetries Introduction n recent years, talent has become a strategic priority for organizations (Guthridge, Komm, & Lawson, 2008). The “war of talent” (Faulconbridge, Beaverstock, Hall, & Hewitson, 2009) is at the top of the I business agenda as organizations look to attract the most talented executives to lead their businesses. The complexity of this process among the core activities for strategic HR has led to the outsourcing of talent recruitment and selection1 (Greer, Youngblood, & Gray, 1999). For high-level executives and many other highly skilled employees, the responsibility is shared with third parties that provide recruitment, selection, and onboard services. Within the professionals’ or practitioners’ field, these firms are also known as Executive Recruitment Firms or Headhunters. -
Temporary Employment in Stanford and Silicon Valley
Temporary Employment in Stanford and Silicon Valley Working Partnerships USA Service Employees International Union Local 715 June 2003 Table of Contents Executive Summary……………………………………………………………………………….1 Introduction………………………………………………………………………………………..5 Temporary Employment in Silicon Valley: Costs and Benefits…………………………………..8 Profile of the Silicon Valley Temporary Industry.………………………………………..8 Benefits of Temporary Employment…………………………………………………….10 Costs of Temporary Employment………………………………………………………..11 The Future of Temporary Workers in Silicon Valley …………………………………...16 Findings of Stanford Temporary Worker Survey ……………………………………………….17 Survey Methodology……………………………………………………………………..17 Survey Results…………………………………………………………………………...18 Survey Analysis: Implications for Stanford and Silicon Valley…………………………………25 Who are the Temporary Workers?……………………………………………………….25 Is Temp Work Really Temporary?………………………………………………………26 How Children and Families are Affected………………………………………………..27 The Cost to the Public Sector…………………………………………………………….29 Solutions and Best Practices for Ending Abuse…………………………………………………32 Conclusion and Recommendations………………………………………………………………38 Appendix A: Statement of Principles List of Figures and Tables Table 1.1: Largest Temporary Placement Agencies in Silicon Valley (2001)………………….8 Table 1.2: Growth of Temporary Employment in Santa Clara County, 1984-2000……………9 Table 1.3: Top 20 Occupations Within the Personnel Supply Services Industry, Santa Clara County, 1999……………………………………………………………………………………10 Table 1.4: Median Usual Weekly Earnings -
New Labour Hire Licensing Laws in Australia
Licence to Skill: New Labour Hire Licensing Laws in Australia For the first time, Australia is set to have three A “labour hire provider” is broadly defined and includes a person or business that supplies workers to do work for another person, states operating under three different mandatory regardless of how the activity might be described. The application is labour hire licensing schemes, which will broadly extremely broad and the regulations, which are purported to exclude impact the recruitment industry as well as the certain arrangements, are yet to be published. businesses that engage them. There are significant penalties for non-compliance. For example, operating without a licence will incur a maximum penalty of The schemes currently operating throughout Australia are not AU$130,439.10 for an individual or three years’ imprisonment and generally directed towards labour hire providers, and a number AU$378,450 for a corporation. The same penalties will also apply to expressly exclude labour hire. The recent push towards increased persons that enter into arrangements with unlicensed providers. regulation and extensive scrutiny was triggered by the Australian Broadcasting Corporation’s Four Corners program, “Slaving Away”, Whilst the licence application and annual renewal fees will be in May 2015, which exposed exploitation of mostly migrant workers structured according to the size of a business, it is not yet clear through unscrupulous labour hire companies operating on farms and which companies would be classified as either a small, medium or in factories around the country. large provider. In response to public outcry, federal and (some) state governments In applying for a licence, labour hire providers (including a company’s commissioned inquiries (which are at varying levels of completion) executive officers) must satisfy a broad and subjective “fit and into such exploitation and misconduct. -
Weston Public Schools 2016 Superintendent Search Leadership Profile Report Executive Summary
Weston Public Schools 2016 Superintendent Search Leadership Profile Report Executive Summary Prepared for the Weston Board of Education Superintendent Search Committee By Cooperative Educational Services Trumbull, CT 06611 March 7, 2016 WESTON SUPERINTENDENT SEARCH – 2016 LEADERSHIP PROFILE REPORT TABLE OF CONTENTS Executive Summary 2 Introduction 4 Demographics 5 Professional Experience 6 Achievement Record 8 Education Background 10 Significant Challenges 11 Personal Characteristics 14 Significant Issues 17 Appendix A (Focus Group Results) 20 1 EXECUTIVE SUMMARY The Weston Board of Education employed the services of Executive Search Services at Cooperative Educational Services to facilitate its search for a new superintendent of schools. The initial phase of the search process involved an online survey and focus groups in order to determine the most desirable attributes of a new superintendent. A total of 49 people participated in one of six focus group sessions that were conducted on February 24, 2016 and 313 participants completed an online survey that was accessible from February 10-26, 2016. Detailed results of both the online survey and focus groups follow this summary. The following selection criteria are derived from these results and are summarized here for the Weston Board of Education consideration. Recommended Selection Criteria: 1. Superintendent experience is preferred but not necessary if the candidate demonstrates the desired personal and leadership qualities. 2. The new superintendent should demonstrate an understanding of teaching and leading in a contemporary public school. 3. The new superintendent should be capable of supporting teachers and school leaders; meet the demands of various school reform initiatives. 4. The new superintendent will need to be able to build a positive school district culture that supports learning, teaching, innovation, promotes excellence, and engages in processes of continuous improvement. -
PLANNING AGREEMENT for Use by Employers and USF School of Social Work Students
School of Social Work BSW Field Program FIELD PRACTICUM PLANNING AGREEMENT For use by Employers and USF School of Social Work Students The purpose of this agreement is to encourage information sharing and commitment by all parties involved in planning for the educational success of (employee/student name) and (agency name). The employee is enrolling in the USF School of Social Work to pursue a degree in social work and will be required as a part of that enrollment to complete a field internship. Standards for this internship have been approved by our accrediting body, the Council on Social Work Education and have very clear goals and expectations. For a student to be successful in this endeavor, it is beneficial if each person involved understands the expectations of each of the others. For that purpose, we have created this agreement and the attachments for agencies and employee/students to assist in explaining the expectations of USF School of Social Work Field Program. We are aware this educational effort requires flexibility and planning of agencies and supervisors but believe you will find the overall functioning of your employee to improve during this same period as knowledge and skills are enhanced. Thank you for your assistance and we look forward to working with you. ____________________________________________________________________________ To be completed by employee/student: BSW Generalist (460 hours) or MSW Clinical Internship (900 hours) Total semesters in internship: Hours per semester of internship: Starting date of Internship: -
Consultation on the Operation of the Gangmasters Licensing (Exclusions) Regulations 2006 7
DEF-PB13107_OpGangmsts 10/7/08 10:33 Page 1 communisis The leading print partner C M www.defra.gov.uk Y K JOB LOCATION: PRINERGY 1 DISCLAIMER APPROVER The accuracy and the content of this file is the responsibility of the Approver. Please authorise approval only if you wish to proceed to print. Communisis PMS cannot accept liability for errors once the file has been printed. PRINTER This colour bar is produced manually all end users must check final separations to verify Consultation on the colours before printing. operation of the Gangmasters Licensing (Exclusions) Regulations 2006 July 2008 DEF-PB13107_OpGangmsts 10/7/08 10:33 Page 2 Consu Summ Backg Discu Propo D S S S Quas Supp Pea v Fores Department for Environment, Food and Rural Affairs Nobel House What 17 Smith Square Anne London SW1P 3JR Telephone 020 7238 6000 T Website: www.defra.gov.uk Anne © Crown copyright 2008 A Copyright in the typographical arrangement and design rests with the Crown. Anne This publication (excluding the royal arms and departmental logos) may be reused free of charge Q in any format or medium provided that it is reused accurately and not used in a misleading Anne context. The material must be acknowledged as crown copyright and the title of the publication specified. P Information about this publication and further copies are available from: Anne L Gangmasters, Employment and Tenancies Team Area 7E, Millbank c/o Nobel House Defra 17 Smith Square London SW1P 3JR Email: [email protected] Tel: 020 7238 5702 This document is available on the Defra -
Executive Director Nursing & Midwifery Limestone Coast Local Health Network
CANDIDATE INFORMATION PACK EXECUTIVE DIRECTOR NURSING & MIDWIFERY LIMESTONE COAST LOCAL HEALTH NETWORK CANDIDATE INFORMATION PACK Executive Director Nursing and Midwifery TABLE OF CONTENTS Executive Summary 3 Limestone Coast Local Health Network 4 Executive Director Nursing and Midwifery 8 Employment Terms & Conditions 11 How to Apply 13 Living in Mount Gambier 15 HardyGroup | IN CONFIDENCE 2 CANDIDATE INFORMATION PACK Executive Director Nursing and Midwifery EXECUTIVE SUMMARY • Experienced Executive Director of Nursing and Midwifery • Strategic Transformational and Innovative leader • Passionate about rural healthcare provision • Focus on contemporary models of care and sustainable workforce The Limestone Coast Local Health Network (LCLHN) is part of SA Health and covers the areas including the towns and surrounds of Millicent, Naracoorte, Kingston SE, Penola, Mount Gambier, Keith and Bordertown, extending to the Victorian border. LCLHN provide services including accident and emergency, day and inpatient surgery, aboriginal health, obstetric services, community-based health services and residential aged care services. The Limestone Coast Local Health Network are now seeking an experienced Executive Director of Nursing and Midwifery to provide strategic, transformational and innovative leadership, governance, and direction for the Regional Local Health Network and provide a key support role for the Chief Executive Officer by ensuring the operational services function as a highly effective component of the organisation producing a high degree of confidence in the service delivery. This is a unique opportunity for an experienced nurse / midwife executive leader, with a passion for rural health care provision to live and work in a wonderful region of South Australia. Mount Gambier lies halfway between Adelaide and Melbourne and strikes the ideal balance between the vibrant lifestyle of a big city and comforts of a small town, between cultural progress and tradition and between modern conveniences and the preservation of natural beauty. -
Job Satisfaction and Mental Health of Temporary Agency Workers in Europe: a Systematic Review and Re
www.ssoar.info Job satisfaction and mental health of temporary agency workers in Europe: a systematic review and research agenda Hünefeld, Lena; Gerstenberg, Susanne; Hüffmeier, Joachim Veröffentlichungsversion / Published Version Zeitschriftenartikel / journal article Empfohlene Zitierung / Suggested Citation: Hünefeld, L., Gerstenberg, S., & Hüffmeier, J. (2020). Job satisfaction and mental health of temporary agency workers in Europe: a systematic review and research agenda. Work & Stress, 34(1), 82-110. https:// doi.org/10.1080/02678373.2019.1567619 Nutzungsbedingungen: Terms of use: Dieser Text wird unter einer CC BY Lizenz (Namensnennung) zur This document is made available under a CC BY Licence Verfügung gestellt. Nähere Auskünfte zu den CC-Lizenzen finden (Attribution). For more Information see: Sie hier: https://creativecommons.org/licenses/by/4.0 https://creativecommons.org/licenses/by/4.0/deed.de Diese Version ist zitierbar unter / This version is citable under: https://nbn-resolving.org/urn:nbn:de:0168-ssoar-74570-7 WORK & STRESS 2020, VOL. 34, NO. 1, 82–110 https://doi.org/10.1080/02678373.2019.1567619 Job satisfaction and mental health of temporary agency workers in Europe: a systematic review and research agenda Lena Hünefelda, Susanne Gerstenbergb and Joachim Hüffmeierc aFederal Institute for Occupational Safety and Health (BAuA), Dortmund, Germany; bHochschule Bremen, City University of Applied Sciences, Bremen, Germany; cInstitute of Psychology, TU Dortmund University, Dortmund, Germany ABSTRACT ARTICLE HISTORY The current systematic literature review aimed to analyse the Received 7 June 2017 associations between temporary agency work (TAW), job Accepted 29 November 2018 satisfaction, and mental health in Europe, as well as to outline a KEYWORDS future research agenda. -
ELE-The Case for Labour Hire-Making the Most of An
The Case For Labour Hire MAKING THE MOST OF AN OPPORTUNITY “I was seeing first-hand how labour hire was helping all types of businesses succeed, whether they were small one-man operations or large corporates employing hundreds of people.” WORDS BY BRENT MULHOLLAND Food Manufacturing I have been employed in what is known as Processing the ‘labour hire industry’ for the best part of 16 years. Prior to working in the labour Transportation Packaging hire space, my first leadership role was as Production Manager for one of Firth Industries subsidiaries (Dricon Bagging) in 1990, just Security Warehousing over 30 years ago. From there I moved into ELE GROUP operations management with ADT Securitas PROVIDES and developed a solid career in the security Production ACCESS TO NEW Horticulture industry for over a decade. In the early part INDUSTRIES of 2000, I worked with Tyco Services, who Civil Construction at that time owned Armourguard in New Construction Zealand where I was the National Business Development Manager. Mining Infrastructure SO, WHAT DOES ALL OF THIS MEAN? Information Logistics Well, up to the point of joining the labour hire/ Technology recruitment industry in 2004, I had no idea that there existed such an industry anywhere near the scale I would soon start to appreciate track of the number of times our plant was felt like there could be a win-win for all – one that was clearly developing momentum shut down for lengthy periods due to age and stakeholders – including their members with businesses of all shapes and sizes. associated engineering failures, maintenance who I had hoped, may one day be our or product line switches – and the staff would workers. -
Competitive Recruitment Guide
THE GEORGE WASHINGTON UNIVERSITY Competitive Recruitment Guide STAFF POSITIONS Table of Contents INTRODUCTION ....................................................................................................................................................3 Keys to Success ......................................................................................................................................................... 3 Roles and Responsibilities ....................................................................................................................................... 4 BEFORE ....................................................................................................................................................................5 Plan and Strategize ................................................................................................................................................... 5 DURING ....................................................................................................................................................................6 Advertise and Source Applicants............................................................................................................................ 6 Charge the Search Committee ............................................................................................................................... 6 Screen Applicants .................................................................................................................................................... -
Non-Standard Work - What Are the Options and What Are the Pros and Cons of Each of the Arrangements?
Non-standard work - what are the options and what are the pros and cons of each of the arrangements? With the rising incidence of non-standard work and the likelihood that Australian businesses will increasingly look to contractors to meet increased demand and resource new projects as we emerge from the global financial crisis, APESMA members need to be aware of the relative merits of operating through various forms of non-standard work arrangements such as independent contracting, contracting through a labour hire agency arrangement and working as a casual employee. The information which follows is a starting point for considering some of the issues around the different forms of work arrangements. As well as reading through the other material provided in this online guide, APESMA advises members to consult an Accountant or taxation professional to look at how choice of working arrangements will impact on the individual’s particular financial and personal circumstances. * * * * * * * * * * * * To begin with, this table may help those considering contracting to understand the various categories of non-standard work. Employment relationship Producing company is Producing company is not employing company employing company Labour hire/employment agencies Workers are Workers are Independent Outsourced Permanent Casual employees contractors - contractors suppliers employee (full employee employed by sometimes known as (“sole traders” or part-time) the labour hire dependent or “own agency (most contractors (ODCO account often casual) arrangements refer workers” either to independent with or without contractors who an ABN) work through a labour hire agency) Source: Based on Categories for understanding non-standard employment, Extract from ACIRRT study, Briggs, C. -
Occ Violence Project Status Report 2009
Victorian Taskforce on Violence in Nursing Implementation of Recommendations Status Report 2/2009 PREPARED BY: NURSE POLICY BRANCH, DEPARTMENT OF HUMAN SERVICES PREPARED FOR: VICTORIAN TASKFORCE ON VIOLENCE IN NURSING REFERENCE GROUP DATE: August/September 2009 The following is a status report on the implementation of the recommendations of the Victorian Taskforce on Violence in Nursing (2005). It outlines work by the Department of Human Services (DHS) on implementing the recommendations commencing in March 2006. In this report, the following framework of strategies and associated recommendations is used: • Strategy 1-Setting the framework • Strategy 2-Raising awareness • Strategy 3-Justice interface • Strategy 4- Education • Strategy 5- Reporting and Monitoring Note: The strategies are interdependent and recommendations may be part of more than one strategy. Implementation Status as of August/September 2009 Strategy 1 Strategy 4 Strategy 5 Setting the Strategy 2 Strategy 3 Education and -Reporting & framework -Raising awareness -Justice Interface training Monitoring Rec Status Rec Status Rec Status Rec Status Rec Status 1 5 5 15 27 2 8 6 16 28 3 11 7 17 29 4 12 18 21 9 19 10 20 13 24 14 16 22 Legend: 23 Completed 25 In progress 26 Not yet started Implementation lead other than DHS Department of Health STRATEGY ONE: The development of a framework that includes a policy statement, uniform definitions of bullying and SETTING THE FRAMEWORK violence and tools and examples to assist in local implementation Recommendations Respon Status & Progress at February 2009 -sibility Timeline Proposed activities/work plan Recommendation 1 DHS Completed. DHS Preventing occupational violence in Victorian health The Department of Human Services and health care facilities adopt a uniform definition of services: a policy framework and resource kit.