Archive for February, 2014

John Bernatovicz

Article by:
John Bernatovicz

Posted on:
February 19, 2014

Making Your Company a Work Destination

Willory has undergone a bit of a metamorphosis over the past few months with the acquisition of The Human Resource Department. Inc’s staffing division. With any change comes reflection, and with ours I’ve been happy to find some validation as well. The feedback we’ve received from our own, rapidly growing staff and team of HR and payroll professionals is how great it is to be part of the team. That’s nice, but what it really got me to thinking about is what makes a company a destination spot for employees. What makes an organization a sought after employer?

In Northeast Ohio, the NorthCoast 99 is considered by many to be the gold standard – recognition that states (or implies), these companies are a great place to work.

What I’ve found over the years that you attract great candidates with a good salary, position, and what I like to refer to as a “psychological” paycheck. What is a psychological paycheck? Simply put, it is everything that a job/position and the company provides that cannot be measured as a tangible benefit (a 401k is a measurable benefit).

But what makes a company so great that the organization’s brand name makes them instantly appealing to potential candidates? Combining my own thoughts along with some criteria NorthCoast and others use when choosing organizations, I have gathered a list of things your organization could or should be doing – I could and may do an article on each item, but for now I will just briefly mention them to get your juices flowing. Keep in mind also; it would be myopic to do these things just for the recognition. The real reward comes from the employees you attract and retain.

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Lisa (Dean) Mamula

Article by:
Lisa (Dean) Mamula

Posted on:
February 19, 2014

Retention 101

Many of our clients come to us because their business is booming and they need to expand. But often openings happen because someone moves on to another opportunity or is let go. Obviously this is a fact of life and cannot be eliminated, but are there ways to minimize the constant churn of replacing employees?

We see the following attributes common in environments with high retention:

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