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Global Workforce Deployment Global Workforce Deployment Smart companies have been leveraging People 2.0’s workforce solutions to deploy talent since 2001. Our platform provides the people, processes, and technology to engage and employ nearly all categories of labor in over 60 countries to help your business grow. By partnering with People 2.0, our clients gain the competitive advantage to build the flexible workforce they need, while we take on the administrative burdens and employment risks. Our white-glove service ensures that your staff, clients, and workforce enjoy a positive, professional experience that is consistent with your brand standards. HOW WE DEPLOY TALENT Employer of Record (EOR) The worker is an employee of People 2.0. In the US, this is a W-2. People 2.0 acts as the official employer for tax purposes while the worker performs work for you. We handle all personnel functions, including payroll processing/funding, taxes, pre-employment screenings, benefits, document verification, insurance, onboarding, time collection, etc. Agent of Record (AOR) The worker is validated as an independent contractor. In the US, this is a 1099. People 2.0 manages the administration of the work contract. People 2.0 acts as an intermediary between our client and the independent contractors they need to engage. Our subject matter experts validate that the worker is classified correctly according to each jurisdiction and ensure they remain in compliance throughout the duration of the engagement. We maintain a repository of all back-office paperwork and provide our clients with indemnification in the event of an audit. Statement of Work (SOW) The worker(s) is an independent contractor or other business entity. People 2.0 manages the administration of the agreement for the client. People 2.0 manages the payments and deliverables outlined in the contract according the project timeline. Projects may be structured on a milestone, fixed-price, or time and materials basis. Our team provides oversight of the project scope to ensure budgetary compliance. People 2.0 is an independent, global, workforce-deployment platform for market makers in talent. ©People 2.0, Inc. All Rights Reserved 222 Valley Creek Boulevard, Suite 100 Exton, PA 19341 | 888-270-3579 | www.people20.com | V1032020 Selling in a Crisis: Talking to Prospects and Clients During COVID-19 Selling in a Crisis Every Downturn has a • Scarce, marketable talent Silver Lining becomes available • Competition thins out • Prospects and Clients are more accessible • Our value as recruiting experts increases • Processes are tightened up • Client and Prospect relationships are solidified What most Staffing & Recruiting Firms do in a Crisis Panic! Make unsound decisions Stop Selling! Marketing and selling halts Stop Recruiting! Response Result Service delivery suffers Slash Expenses! Clients leave Throw up the white flag! Unprepared for the rebound www.people20.com 5/7/2020 222 Valley Creek Blvd., Suite 100, Exton, PA 19341 | 888-270-3579 1 Selling in a Crisis: Talking to Prospects and Clients During COVID-19 • Prospects are getting bombarded Increase the • They are stressed • They have guilt Volume, Tone Down • They are worried the Messaging • They never want to be sold to, but particularly now ”We are here to help” Be a Resource Be Supportive Distilled Market Data They will Broader Market Perspective remember Share Past Downturn Experience us There is still Opportunity Offer Outplacement Services Career Advice Lower Recruiting Advice for Rebound Their Build Trust and Stress Relationships Subject: Offering help during this crisis Hi {first name}, We are seeing employers fall into two distinct categories right now – those that are forced to pull back due to the crisis, and those that need to hire like never before to keep up with business demand and employee attrition. I don’t want to assume where you fall, but either way I offer our help. Verbiage If you are in the first group and need to lay off some or all your employees, we would be for initial happy to lend support for them. If you are at a point where you need more recruiting help, we have proven employees email ready to start immediately across all shifts. With over x years servicing {market}’s employers and workforce, {Company}’s clients are heavily relying on our experienced team to support them through these tough times. Please reach out if we can be of assistance to you as well. Sincerely, www.people20.com 5/7/2020 222 Valley Creek Blvd., Suite 100, Exton, PA 19341 | 888-270-3579 2 Selling in a Crisis: Talking to Prospects and Clients During COVID-19 FOOD CHAIN PHARMACEUTICAL HEALTHCARE Industrie s that MEDICAL SUPPLIES/DEVICES are Hiring SUPPLY CHAIN/ 3PL CONTACT CENTERS/ CUSTOMER SERVICE FINANCIAL/INSURANCE The Impending Talent Shortage Families First Coronavirus Response Act Two weeks paid sick leave at 2/3 regular rate for caring for a child Additional 10 weeks paid FMLA (2/3 reg. rate) to care for child Took effect Wednesday, April 1st Potentially significant impact on your clients and prospects The Impact of Enhanced Unemployment Benefits Example: Standard state unemployment benefit for • $12/hour employee 26 weeks in Ohio • ½ of hourly pay = Extended to 39 weeks $6/hr. • Extra $600/wk = $15/hr. Additional $600 per week through 7/31 • Total $21 an hour • 75% raise to stay Almost half of all employees will make home more on unemployment than their job – Wall Street Journal www.people20.com 5/7/2020 222 Valley Creek Blvd., Suite 100, Exton, PA 19341 | 888-270-3579 3 Selling in a Crisis: Talking to Prospects and Clients During COVID-19 Subject – Planning for unemployment’s impact on your ability to rebound Hi {first name}, As I’m sure you are aware, the federal government has provided enhanced unemployment benefits that are Verbiage already having unintended consequences for employers starting to rebound from the economic crisis. The Wall Street Journal recently pointed out that nearly half of employees make more on enhanced for unemployment than they did in their previous jobs. In many cases, employees are making as much as double what they made working. Combine this with school and daycare closures, homeschooling requirements, and a shortage continuing fear of contracting or spreading the virus, and we are facing a talent shortage even greater than the planning one we were in before the crisis. {Company} has been working with many of our clients to plan for potential employee shortages and would welcome a conversation to see if we might be a resource for you as well. Regardless, we hope this information is helpful as you plan for the economic rebound and wish you the best during these uncertain times. Preparing for the Rebound www.people20.com 5/7/2020 222 Valley Creek Blvd., Suite 100, Exton, PA 19341 | 888-270-3579 4 Selling in a Crisis: Talking to Prospects and Clients During COVID-19 • Evaluate your niche/client base/ market • Determine your timeline • Identify similar niches • Take action • < 3 months – Recruit & Sell! • < 6 months – Look 1 month 3 months 6 months 12+ months for Opportunities Healthcare Retail Restaurant Tourism to Diversify Supply Chain/3PL Manufacturing Hospitality International Travel • > 6 months – Talent Acquisition Finance/Accounting Domestic Air Travel Cruise Lines Some Manufacturing Sales & Marketing Some Tourism Sporting Target new niches Some Retail Oil & Gas Events/Festivals/Concerts What’s Your Timeline? • Average Search – 45, 60, 90 Days • Previously unavailable talent is now accessible and open to talking • Encourage clients and prospects to be opportunistic and ahead of competition • Heavy focus on skill marketing “Now is the time to be connecting with and building relationships with new talent” Selling Direct Hire Consider Letter of Intent or Contingent Offer • Offer based on certain assumptions • Can have anticipated start date • “Non-binding” Secure Now, Keep in Touch Hire Later • Regular communication • Planning for hire • Strengthen the relationship www.people20.com 5/7/2020 222 Valley Creek Blvd., Suite 100, Exton, PA 19341 | 888-270-3579 5 Selling in a Crisis: Talking to Prospects and Clients During COVID-19 Modifying the 10-week process during the pandemic The Letter COVID19 Emails Consider holding off on Incorporate new emails letter if market is under into process 1 Shelter in Place order 2 Eliminate “Tone-Deafness” Skill Market Modify email and phone Add more skill market verbiage to reference candidates to process 3 current times 4 Thank You! Tom Erb [email protected] tallannresources.com blog.tallannresources.com www.people20.com 5/7/2020 222 Valley Creek Blvd., Suite 100, Exton, PA 19341 | 888-270-3579 6 [Logo] Contingent Letter of Employment Offer To: [Candidate] From: [Company Representative and Title] We are excited to have you join the [Company] team! While the current economic and public health uncertainty does not allow us to make a formal offer at this time, we are presenting the following contingent letter of employment offer as an act of good faith of our intent for formal offer once the business environment stabilizes. Title: [position title] Reporting Relationship: The position will report to [hiring manager] Job Description: See attachment A. Base Pay: Will be paid in bi-weekly installments of [$x] salary (or wage of [$x] per hour), [which is equivalent to $50,000 on an annual basis salary (or, $x based on x hours per week], and subject to deductions for taxes and other withholdings as required by law or the policies of the company. Variable Compensation: Non-Compete Agreement: Our standard non-compete agreement must be signed prior to start. Benefits: Vacation and Personal Time Off: Car/Phone/Travel/Entertainment Expenses: Other: Start Date: Because of the current economic instability due to the coronavirus pandemic, this offer is contingent upon the stabilization of the economy and the ability to resume business as usual.
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