Employment reading

Adam Bermudez

Worknet Staffing

General Manager

Worknet is a staffing agency. If you know of a business that would benefit from our services, please call us at (504) 779-9040 or email us at adamb@worknet2k.com.

WORKNET STAFFING

Metairie Office:

616 N. Causeway Blvd, Metairie, LA 70001, (504) 779-9040

Baton Rouge Office:

3939 S. Sherwood Forest Blvd, Suite E, Baton Rouge, LA 70816, (225) 296-1255

WORKNET AT A GLANCE…..

Services

Temporary: Extra help for a day, a week or longer

Temp to Hire: The best way to hire. Try before you buy!

Direct Hire: Let us recruit the ideal candidate for you.

Recruiting Program

WORKNET STAFFING recruits qualified individuals through a variety of methods including newspaper ads, site display information booths, public relations activities, radio, Government Employment Centers and referrals from our quality employees.

This recruiting program is an ongoing activity to ensure a ready supply of qualified employees for specific job skills and classifications.

Service Standards

We recruit, screen, test, provide orientation, assign and continually monitor the performance of our employees.

We secure detailed information from our clients when we receive a request for an employee. This enables us to accurately match the best-qualified employee to the assignment.

We contact our clients in a timely manner to confirm the name of the employee assigned to the client or report on the progress we are making towards filling the position.

The day the assignment begins, a WORKNET STAFFING coordinator will call the client to make sure that our temporary employee has arrived safety, on time, and has started work successfully.

Insurance

WORKNET STAFFING SERVICES, as the employer, will assume complete responsibility for:

Withholding of proper taxes, payment of wages, employer contributions for FICA and Federal/State unemployment taxes.

Providing Worker’s Compensation Insurance

Providing General Liability Insurance. Certificate of Insurance can be supplied upon request.

Liquidation Policy

Any WORKNET employee assigned to a client for 480 man-hours or longer may be converted to the client’s payroll without further obligation. Conversion prior to 480 man-hours could result in a liquidation fee.

Payroll & Billing Procedures

WORKNET utilizes a computerized payroll/billing system. Clients are billed weekly with timesheets attached to invoices for easy viewing and confirmation. Each invoice will list the names of the temporary employees, hours worked, bill rates and the total invoice amount. Worknet also utilizes a simpler pay procedure for the temporary employees. Worknet offers direct deposit or a Debit Card that can be used at any local Whitney Bank, which means no running to banks on Friday to cash checks to affect your productivity.

WHAT DO I NEED TO DO???

Working with WORKNET STAFFING SERVICES is as easy as picking up the phone. We’ll gather all of your job requirements and begin filling the position immediately. Contact WORKNET today to make your job easier.

Local hometown business

Making decisions quicker without all the corporate approval process

Recruiting Plan

We continuously recruit specific skill sets based on current customer needs

Relationship with area government services

Careerbuilder.com, monster.com & many other online resources.

Screening Process

Wonderlic testing

2 positive references

Thorough interview

Orientation, customer specific

Payroll

Worknet offers direct deposit or debit cards; no running to banks on Friday to cash checks

Liquidation Policy

480 hours

Referral Bonus

$40.00 bonus – must work 80 hours

Unfilled Assignment Policy

7:30 a.m. Registration/Continental Breakfast

8:00 a.m. Welcome and Introductions - Louisiana Host Officials

8:15 a.m. NASA Welcome & Overview - David King, Center Director, Marshall Space Flight Center; Sheila Cloud, MAF Transition Director

8:45 a.m. Ares Projects Update - Danny Davis, Ares Projects Office, MSFC

9:15 a.m. Ares Procurement Overview - Earl Pendley/Joe Eversole, Office of Procurement, MSFC

9:45 a.m. Break

10:00 a.m. NASA Small Business Programs - David Brock, MSFC; Richard Mann, Stennis Space Center; John Cecconi, NASA Shared Services Center

10:45 a.m. Doing Business with the Primes -

Marshall Prime Contractor Supplier Council (MPCSC)

12:00 p.m. Lunch & Briefing -

Senator David Vitter

1:00 p.m. - 4:30pm

Networking Opportunity with

Prime Contractors

Thanks for taking the time to speak with me about your staffing needs. The enclosed information will give you a better understanding of Worknet Staffing and detail how we can assist you in achieving your personnel needs effectively and efficiently.

With over 25 years of staffing experience, we can partner with you to place clerical, general labor and light industrial personnel to meet your temporary, temp to hire or direct hire needs.

Our experienced staff continually recruits to ensure a steady supply of the best quality employees on the market. All of our applicants are thoroughly interviewed, tested, reference checked and provided in-depth orientation to ensure that they are placed in the position that best fits your needs. Our staffing coordinators will work with you to gather your open job requirements and match candidates accordingly. We’ll never send “just a warm body”.

You can always be assured of the best customer service in the industry when you partner with Worknet. Everyone says that, but ask us to prove it!

Please consider letting us recruit your next candidate once you have revised the position. If I can answer any further questions, please contact me

Behavioral interviewing, actively promoted in management and human resources literature in recent years, is sometimes described as a "new style of interviewing" developed by industrial and organizational psychologists during the 1970s. The concept is growing in popularity and is seen in many quarters as generating a greater degree of reliability than so-called "ordinary" interviewing.

Is behavioral interviewing truly something new or simply a new label describing a practice that should have been followed all along and has been followed faithfully for years by conscientious, insightful interviewers? In other words, we might ask: How much of behavioral interviewing is a genuine improvement over older ways? And how much simply represents a new adjective (behavioral) attached to a process (interviewing) that has become tarnished over the years by careless practice? Just as "delegation" became so abused through misuse that it became redefined as "empowerment," interviewing has been so poorly accomplished that a unique label was created to describe its proper use.

The fundamental premise of behavioral interviewing is the belief that the most accurate predictor of an individual's future performance is past performance in a similar situation. Long before it was given the behavioral label in the 1970s, many insightful interviewers practiced the process properly without knowing that they were doing "behavioral interviewing."

Much of the literature concerning behavioral interviewing describes traditional interviews that include questions like "Tell me all about yourself" (which is not a question but an open-ended instruction). Honest, effective interviewers have long known that the likes of "Tell me all about yourself" is highly inappropriate; being fully open-ended and about as general as it's possible to be, it doesn't offer a clue as to what or how much the individual should say.

Interestingly, true behavioral interviewing has received a healthy boost from much of the employment-related legislation that has been accruing since the mid-1960s. Anti-discrimination laws have barred access to most personal information, so a great many questions that were once asked in interviews can no longer legally be asked. With legislation forbidding access to much information concerning what the job applicant is (parent, spouse, homeowner, church member, union member, etc.), the broadest areas remaining for asking questions concern what the applicant knows or can do. This plays directly into the behavioral interviewing premise that past performance in situations similar to those to be encountered in a desired new job is probably the best predictor of future performance.

What kinds of questions are at the heart of behavioral interviewing? Here are some examples:

What was one of the most troublesome on-the-job problems you faced, and how did you solve it?

Describe an instance in which you were presented with job-related problems or stresses that tested your ability to cope. What did you do?

Provide an example of a time when you had to be quick in reaching a decision.

How do you decide what gets top priority when scheduling your activities?

Provide an example of an instance when you had to think quickly to get yourself or a coworker out of a difficult situation.

What past goals have you set for yourself, and what have you done to accomplish them?

Briefly describe a couple of your most significant job accomplishments.

What are you looking for in a new job that you feel you're not getting in your present job?

Have you ever had to sell an unpopular idea to others? How did you proceed, and what were the results?

You should avoid hypothetical questions that lead to general answers about behavior. Questions should elicit detail concerning particular projects, events or work experiences, and they should encourage information about how the individual dealt with any given situation and what outcome resulted.

A behavioral approach to interviewing is always to be preferred in the majority of instances of dealing with experienced workers, especially those who are applying for technical, professional and managerial positions. You may have to narrow the approach somewhat in interviewing like when you're talking to new graduates who have had no experience in their fields. Also, you may have to further narrow your interview approach when assessing potential employees for entry-level positions, especially people new to the workforce.

Regardless of what the approach may be called, it's generally true that past performance is probably the best available predictor of future performance. However, behaviorally oriented or not, selection interviewing is a far from perfect process. No one has yet devised a reliable way to separate the applicants who simply talk a good job from those who will later do a good job.

The executive search profession ranges in models from "Retained" search to "Contingency" search. Retained search firms are paid a retainer up front to start the search process, another portion of the fee toward the middle of the process and the balance when the candidate begins work. Contingency search firms, on the other hand, receive their entire fee at the conclusion of the search process. Over the years, many contingency firms have begun receiving retainers while retained firms have expanded their models to include flat fees, capped fees, etc.

Search consultancies are often entrenched in particular market sectors. Their market sector networks are used along with various methods to seek candidates for a particular job. Normally the individuals are not actively seeking a new job. It is the job of the search consultant to approach these individuals with a view to taking them out of their current company and placing them in another, often a competitor.

Executive search is an extremely lucrative industry and successful search consultants can earn large sums. For this reason there is fierce competition to work in this sector. Generally the office is broken down into three functions: Business Development, Recruiting and Research. Generally the Business Development person receives the largest commission while the Researcher receives the smallest.

The service is paid for by the client company or organization, not by the hired job candidate. Potential job candidates are identified, qualified and presented to the client by the executive search firm based upon fit with a written or verbal Job Specification developed in conjunction with the client. Assessing degree of potential fit of the candidate with the job specification is a key activity for the search firm, since the most common reason a search consultant is engaged by a client company is to save time and effort involved with identifying, qualifying and reviewing potential candidates for specific leadership positions.

It is common for a potential candidate to be identified by the search firm via a telephone call. Often the phone call is the result of a recommendation from someone inside the existing network of the search firm. Quality oriented search firms work hard at cultivating and continually updating their network of contacts so that when a search assignment is awarded they will be ready to start recruiting potential candidates. Another way to identify potential candidates involves search firm "research", which is contacting targeted people in specific companies who appear to fit the job profile in some logical manner. Some of the best candidate referrals come from people who could be candidates for the job themselves but for any number of reasons are not interested at that particular time. [1]

New Orleans staffing agency. Metairie temporary worker. Certified payroll.