LGC Training Manual

TABLE OF CONTENTS 1 INTRODUCTION 4 Selling Mission Statement LGC Points of Difference Core Values The Sales Appointment Expectations The Sales Presentation After the Sales Appointment 2 RECRUITING LGC’S Customer Service Philosophy MPA’S and MPA Emailer Basic Avenues Stats Posting Ads Top 25 Resume Searches Networking 5 STAFFING Large Recruiting Campaigns Call Center The White Board Staffing Hierarchy 3 SELECTING Over Staffing Tempbook, Benefit Eligibility, and Screening Call-em-all Scheduling Interviews Making a Staffing Call Conducting Interviews Confirmation Calls Making a Hiring Decision Completing Job Orders & Timesheet Onboarding Golf Tournament & Large Event What’s in the Hiring Packet Staffing Processing Candidates

TABLE OF CONTENTS 6 Marketing & Networking 9 National Contracts & Compliance Making Sure that Potential Clients Know About Us 10 Payroll Attending Hospitality Networking Events Collecting & Labeling Timesheets Social Media Payroll Report Volunteering & Community Outreach Pay Issues & Corrections Global Cash Cards & Direct Deposit 7 Serv Train 11 Risk Management Why We Do It Ideal Candidates Protecting the Company Scheduling Classes Responsibilities of the Branch How to Sell This to Clients Preventing Discrimination Compliance with American with 8 DocuWare Disabilities Act Business Insurance What is DouWare? LGC Sexual Harassment Policy DocuWare Process Prior Convictions that Prohibit Us from Technical Issues Working with Candidates Docuware Audits Corporate Audits FAQs

TABLE OF CONTENTS 12 Operational 13 Effective Practices 14 New Branch Openings Phones: Answering calls & Checking Voicemails Greeting an Interview and Application Process E-Verify Forms & Documents SharePoint Running Reports from COATS Office Attire Unemployment Claims Workers Comp Claims Chain of Command Corporate Support Expense Reports Tech Support: PC Help Essential Office Supplies Uniforms Managing Recruiting Sources Binder EV & UC Advantage

WELCOME TO THE TEAM!

INTRODUCTION OUR COMPANY MISSION STATEMENT It is our duty to ensure a positive experience for both our candidates and clients by going above and beyond the expectations they have related to working with a staffing firm. Our objective is to make quality placements developed as a result of long-standing client and candidate relationships built on trust and honesty. CORE VALUES- “THE CULTURE” LGC Associates was created and founded on the principle that all staffing firms are not alike. Our owners believe in a “customer first” mentality that revolves around the following beliefs: - Treating every person you encounter with respect, enthusiasm and an interest to help them with their need. - Each person should feel they are the reason we exist. - Unconditional guarantee of customer service, professionalism and integrity. - To have passion for our work and to allow those who come in contact with us to see our joy. - To get results for those we commit to working with.

EXECUTIVE TEAM INTRODUCTION George Lessmeister George has 20 years’ experience within the Glen Greenawalt Glen joined on with the LGC concept in June of CEO & Founder specialty staffing industry. He began his career as COO & Member 2003. Along the way he has worked in all facets Staffing Manager with a telecommunications of the business to move LGC from business company and quickly advanced to Contracts infancy and adolescence to the mature business Manager prior to securing management role with that it is today. Prior to LGC he was a successful environmental staffing company. Within a short Executive Recruiter at a national search firm in period of time he progressed to National Sales Chicago, IL. Glen holds a Bachelor of Science in Manager. Soon after, he joined an international Accounting from Purdue University and accounting & finance staffing company as Branch completed six years in the Marine Corps Vice President & Area Sales Manager. Within two Reserves. In addition to his success at LGC, Glen years he was named Area Vice President and was named as a finalist for, “Indy’s Best & then quickly Sr. Regional Vice President with Brightest,” in 2008, 2009, and 2010. oversight over multiple staffing verticals, $20 million in revenue and numerous Midwestern branch locations. Jennifer Landreth Jennifer has 18 years of experience within the Andy Downing Andy was born in northern Indiana and grew up President & Member food service and hospitality industry. She started Executive Vice President & in western Pennsylvania, where he graduated with LGC as a Staffing Manager in the high school. He went to school at Embry-Riddle Indianapolis branch in April 2005. She moved to Member Aeronautical University in Prescott, Arizona, St. Louis in 2006 to open LGC’s St. Louis market graduating Magna Cum Laude. After graduation, as Branch Manager. After multiple promotions of Andy was a flight instructor before spending 6 Area Manager, District Manager, and Director of years piloting for various regional airlines. In Operations, Jennifer relocated back to hopes of performance-based growth potential, Indianapolis in 2009 when she was promoted to Andy started with LGC in 2006 as a Staffing Executive Vice President. Her final promotion to Manager. He was quickly promoted to Branch President of LGC Hospitality Staffing occurred in Manager and continued up the ranks. Currently, 2012. Jennifer graduated from Purdue University Andy is involved in creating and maintaining the in May 2004 with a Bachelor of Science Degree in systems to keep LGC a rapidly-growing, efficient, Business Management/Human Resources. and innovative company.

CORPORATE LEADERSHIP INTRODUCTION Rachel Martin Nick Harig Tracy Lebio Brianna Maxwell Carlos Garcia Vice President of Operations VP Business Development Director of Payroll & Director of VMS Operations Area Training Director Member Tiffany Peterson Ana Lopez Crystal Huston Amanda Ortega Shawnda Trout Assistant Director of Payroll and AR Manager Recruitment Center Executive Assistant Corporate Controller Marketing Supervisor

INTRODUCTION EXPECTATIONS As you begin your career with LGC Hospitality, it is important to note what is expected of you on a daily basis. Professionalism In everything you do. It includes your dress, grooming, voice, posture and attitude. Pride Love your job and industry. Go beyond what everyone visualizes a staffing firm to be like. Believe in your company and its vision. Passion To work and challenge yourself like you never have before. Production To meet and exceed the weekly statistical requirements not because you want to “hit a number,” but because of a belief that each person you meet brings you closer to solving a problem for our clients and candidates. Confidence A very important part of your job is the ability to form a great first impression. You must believe in your company and your personal ability to deliver the finest service and product available in the marketplace. You are the best option for all of our candidates and clients. The sales skills you develop through reading and role-playing will assist in helping you get your message across smoothly and confidently.



RECRUITING A staffing agency is nothing without people. At LGC, our business IS people. Therefore, it is key to understand that recruiting is of the utmost importance to our success. Recruiting occurs in various forms, but the desired result is always the same: to identify the best candidate for the position. As a recruiter, you must be creative and persistent to achieve the desired result. In this section we will discuss the simplest ways to find the next, great LGC associate. You’re a recruiter, wear that proudly.

RECRUITING As new LGC recruiters, you should be aware of the basic recruiting avenues at your disposal. These are: Job Posting ads on internet job boards Job/Career Fairs Utilizing career service centers at schools Flyers in communities Print Advertisements (church papers, local newspaper, local classified mags, etc.) These are the bare minimum recruiting avenues that you should explore as a recruiter. From here, get creative!

RECRUITING THE IDEAL JOB AD: Cashier / Concession Worker Denver, CO Currently looking for experienced Cashiers and Concession Workers to fill openings at all the games for the entire 2017 Baseball season and other events at stadiums and venues in Denver, CO. Interested candidates must be 21 years of age or older and be authorized to work in the United States. Responsibilities of the Cashier / Concession Worker • Greet guests approaching stand. • Serve food and beverage items in correct proportions, following proper sanitation guidelines. • Serve alcoholic beverages responsibly, request identification, adhere to all unit and company alcohol service policies and procedures. • Acquaint guests with items for sale and use suggestive selling techniques. • Participate in set-up of stand, arrange inventory, notify Stand Lead of any inventory deficiency or shortages. • Collect the proper money for food and beverage items; process credit card or determine correct change for guests. • Account for all transactions; maintain accurate cash count and balance banks at end of shift. Requirements of the Cashier / Concession Worker • Must be 21 years of age or older. • Must be authorized to work in the United States. • Must be willing to submit to and pass a criminal background check

RECRUITING RESUME SEARCHES A great way to find great candidates is by searching through resumes. This is especially useful when you are looking for the ideal candidate for a temp to hire order. Being proactive with your recruiting efforts is what separates you from the competition. You are not waiting for the perfect application to come through, you are finding the perfect applicant yourself. Many of the job sites that we routinely use, such as Zip Recruiter & Indeed, have an option to manually search for resumes based on position, location, and experience. Additionally, some states allow registered entities to view resumes of workers who are currently filing for unemployment. Make use of these resources. Some of our best employees are the ones that we actively reach out to, as oppose to the ones that reach out to us. When analyzing resumes, read for speed and need! The objective stated in the resume tells us what kind of work the person is looking for and why. The cover letter, tells us a lot about how the candidate will approach the job. Determine the skills it takes to be successful with LGC Associates. Most every applicant should have at least 6 months to a year of experience with a previous employer. The phrases, “I am a hard worker” or “I really need this job” usually mean the candidate is desperate because they have been unable to hold a job.

RECRUITING NETWORKING Thorough recruiting also requires networking. This does not necessarily involve having years of experience in the field, but can be as simple as sourcing leads from a top candidate. For example, if you like Bob and you ask Bob to refer 3 people and then ask them to bring in 3 people, you are networking. There are numerous groups in the community to begin building a candidate network, such as: Professional Alumni Fraternities and Unemployment Schools (Trade, Social Clubs Churches and New Residents Military bases Association Directories Sororities Office Colleges, and (Mom’s Day- Religious Clubs (include flyers for Membership High Schools) Out, etc.) in welcome transitioning packets) personnel Networking with professionals in the hospitality industry will come with time, but these relationships can be expedited by taking a sincere interest in the careers of those you work with. The clients and candidates will quickly realize that you, as an LGC recruiter, are THE professional to approach when looking for a career change.

RECRUITING RECRUITING CAMPAIGNS Branches typically run a few large recruiting pushes each year. The focus is on large events or expected client needs. To bring in the desired people we utilize active recruiting. Active recruiting simply refers to a direct effort being set forth by LGC to attract the proper candidate. Other forms of recruiting that are not considered less active include walk-ins, undesired referrals, and candidates creating their own networks. Active recruiting can be broken down into two different strategies. 1. The most common means of recruiting for openings is to advertise the opening along with the necessary skills and experience. This is very effective with popular events. For example: Kentucky Derby, Indy 500, etc. 2. Another type of recruiting strategy requires looking at the position and figuring out what type of person would be looking for such a job. There is no need to mention the position or even the field if you are successful in narrowing down the type of recruit. For example: • A position from 10-2 daily would look for a parent with school age children. • A flexible serving position would be great for busy college students. The use of marketing materials (fig. 5.1) works for recruiting candidates as well as for clients.

RECRUITING THE CALL CENTER (CUSTOMER SERVICE TEAM) “The Customer Service team has recently changed gears from being a full-on call center to more of a recruitment center now. Our job is to assist and support each branch in scheduling interviews every week. Whether the branch is looking for open interviews, scheduled interviews, or offsite interviews at various locations, we are there to help. Currently, we are posting our own ads for what each branch has indicated that they need. We use several resources like Indeed, Facebook, Craigslist, and the state sites to post on for free. We share ZipRecruiter and Snag a Job with each office as well. Currently, we do not post on these two sites, but if the office requests, we will contact all of these candidates as well. We send out thousands of emails per day to candidates inviting them into the office for interviews and then get them scheduled for the allotted dates and times the office has provided. Our main goals are to reach every candidate within a week of them applying and getting them into the office for an interview so they can get placed on assignment.” –Crystal Huston, Customer Service Supervisor



SELECTING We specialize in making proper placements. Candidate must be proper fit for client and client must be proper fit for candidate. Failure to analyze both client and candidate needs will result in the collapse in trust developed during the recruiting and selling phases. Undoing your selling and recruiting efforts. The Goal: With as much available information as possible, determine if the candidate is a good fit for LGC and our clients.

SELECTING WHAT ARE WE LOOKING FOR? During the screening process, we should be determine: Experience Hard Skills Soft Skills As recruiter, it is your job to consider both hard and soft skills when making a hiring decision. The proper time to screen a candidate is during the phone interview portion.

SELECTING Experience Hard Skills Soft Skills Determined through interaction Continuity Verifiable during the interview. Factual Speech eLmimpitleodymamenotugnatpof Statements Attitude Education Customer Term Work Service Skills Experience Duration of each listed employment site Relevance isInsimthhioliassrpcfiaiteanllddityidiantdeuesxtrpyeorirenced

SELECTING SCHEDULING INTERVIEWS In order to properly utilize your time and to limit constant traffic throughout your office, it is important to block a volume of interviews at a few designated times during the week. Typically, two of the three days in the middle of the week work best. (Tues / Thurs, Tues / Wed, etc.) Regardless of which days are designated, top candidates can and should be seen during lower traffic periods. Scheduling interviews is easy. A basic formula for an interview period is to schedule 2 interviews every 15 minutes for each interviewer.

SELECTING INTERVIEW OBJECTIVE • To ask questions about information presented in their resume (i.e., to get further details about activities mentioned in the resume, to assess the accuracy of what they have written, and to find out more about any gaps which may exist on their resume). • If there is no resume, extrapolate further information about the listed work history. • To gain additional information about the candidate which cannot be seen on a resume such as communication skills, poise and confidence, and interpersonal skills. • To determine whether they have the knowledge, skills, interests, and personal qualities to perform the job in question. • Obtain potential sales leads from previous work history. • Obtain referrals to potential candidates.

SELECTING THE INTERVIEW EXPERIENCE An interview generally consists of two people. Remember that you are not the only one taking something away from the meeting. This is the first face-to-face experience this person will have with our company. Even though we scheduled them for an interview, the good candidates are also interviewing us and the company we represent. The person who will be conducting the interview should take a moment to greet the interviewee when they come in. This can occur on first contact or while they are filling out their application. Once the application is complete, direct the candidate to a room. Make them feel comfortable by using an ice breaker such as “How did you hear about LGC?” Review their resume or work history. Make sure to allow them to ask questions.

SELECTING Once you have determined the candidate is LGC material, let him/her know that you are brining them onto the team. Shake his/her hand and let them know that they are hired. YOU’RE HIRED! Before the candidate leaves, make sure all of their paperwork is complete, that they know when they will see you or hear from you next, and ALWAYS: “It was a pleasure to meet you. I look forward to working with you!”

SELECTING WHAT NOW? Make sure that your new employee knows exactly what they must do in order to get on the schedule. Thoroughly explain to them that from now on they are expected to call the office on Mondays to let you know what their availability is for the week. Go over the uniform requirement with them and make sure that they know where they can find them. Go over the disciplinary point system with your new employee. Let them know that 12 points in a 6 month period will result in termination. Something that you follow very strictly. Go over the timesheet and how to record their time on it. Let them know how to look for the timesheet on site. Finally, go over our pay period. Let them know that LGC works on a Monday thru Sunday pay period. Pay day is always the following Friday. Paystubs can be found on LGCassocaites.com This is probably going to be the only one on one time that you will have with the employee. Use this time wisely.



SELLING WHO DO WE SELL TO? Identifying Customers The first step in building your business is to identify customers who have a need for your service. This is called “prospecting.” A prospect is any potential customer: a business, such as a catering company, or a specific person at that business, such as VP of Operations, who you think would benefit from our services. The key is to develop a sales pipeline bursting with prospects who need your service. The foundation of your job is getting to know your marketplace and its business potential and then establishing a marketing campaign to develop that potential to the fullest extent. Even when you are not at work, you might run into people who could benefit from using our services. For this reason, you should carry business cards with you at all times, especially when you eat at a restaurant.

WHO DO WE SELL TO? SELLING The Ideal LGC Client Appreciate working with Understand the value of a firm committed to a specialty staffing firm. Regularly place orders quality and honesty. with hospitality staffing agencies or general labor firms to fill hospitality positions. Provide an ideal career Are financially stable Pay invoices promptly. path for our candidates. and allow us to make a profit. Appreciate the value of a specialized service such as LGC Associates

SELLING WHO DO WE SELL TO? At LGC Associates, we target VP’s and above, usually in Operations, sometimes in Human Resources, who have the authority to make decisions concerning staffing. Additional contacts to consider include: •Assistant General Manager •Assistant Banquet managers •Executive Chef •Event Coordinators •Food & Beverage Manager •Director of Banquets •Banquet Managers •Director of Catering •General Manager •Executive Housekeeper •Executive Steward

SELLING There are many major prospecting resources available in and around your office for you to access in addition to other means of sourcing such as: • Reference check calls on candidates’ interviewed. • Search engine results for target client type. • Professional association membership • Participation in your local Chamber of Commerce. • Alumni directories; especially from schools that have hospitality and culinary programs • Newspaper want ads. • Internet job board postings. • Existing client files. • Trade shows. • Direct marketing responses. • Bridal shows. • Yellow pages. • Business section of local paper. Look for: Opening, rapid growth, mergers, etc. There are unlimited means of finding potential food service and hospitality clients within your network. For example, networking with vendors such as a Sysco delivery driver or table linen vendor can provide leads that may be difficult to find elsewhere.

SELLING THE LGC POINTS OF DIFFERENCE Prior to understanding what makes LGC different, let’s examine the history of LGC and the Mission Statement we support each day. LGC was founded in May 2003 by a former executive of an international specialty staffing firm. Initially, LGC’s primary focus was in the hospitality and food service niche, but as a result of client need, expanded to include a business staffing division in November 2004. The founder believed in delivering a quality product and responsive service based upon a passion for the staffing industry and relationships with both the candidate and client.

SELLING MISSION STATEMENT It is important to understand and live the LGC mission to expertly sell the services we offer. As stated at the beginning of this workbook, LGC’s mission is: “It is our duty to ensure a positive experience for both our candidates and clients by going above and beyond the expectations they have related to working with a staffing firm. Our objective is to make quality placements developed as a result of long-standing client and candidate relationships built on trust and honesty”.

SELLING WHAT SEPARATES US FROM THE PACK? Additionally, before conducting any type of marketing effort, it is important to completely understand what separates LGC from the other specialty staffing firms in the marketplace. When appropriate, mention the fact that our success has taken us into multiple markets. Pointing out our locations on the back of the tri-fold brochure will solidify us as an established, nationwide company. Mentioning awards, such as the Inc 500, will also show LGC is serious about our business.

SELLING POINTS OF DIFFERENCE Not a day-labor firm. We conduct a formal 3-step candidate evaluation program designed to test an applicants’ reliability, commitment and punctuality. Therefore, we make matches and don’t supply “just 1 a body.” Dedicated recruiters with hospitality or culinary background. 2 We work when you work & have the sense of urgency necessary to get you the qualified staff when you 3 need them, seven days a week, including holidays. Comprehensive training program, ServTrain, for all Banquet Servers. LGC remains the only hospitality- 4 staffing firm that has developed a proprietary training for its serving staff. Bartenders who have completed TIP’S alcohol certification training. 5

SELLING POINTS OF DIFFERENCE (CONT.) 6 Standard uniforms for all FOH & BOH staff. Professional and experienced serving only the hospitality market, therefore being 7 uniquely qualified to provide only the highest caliber employee available. 8 A simplified temp-hire program. 9 We pride ourselves in “ease of service”. One call. One timecard. That easy. Extensive insurance coverage. LGC carries a 5 million dollar liability umbrella to 10 protect our clients.

SELLING THE SALES APPOINTMENT Taking a Thorough Job Order (SALES APT.) One of the main objectives in conducting an effective sales presentation is to secure a business opportunity; the job order. As you learn about a client need, it is your desire to gain as much insight about the job opening to give your Staffing Manager the best chance at successfully making a placement. Since your primary concern is centered on understanding client need, this section will concentrate on how to gain insight in a logical and methodical approach and the questions you need to ask that result in a placement for LGC. When you are taking a job order from a client, you go beyond writing down the facts, or technical skills required. Often times, it is knowledge of the soft skills that result in an quality match. Listening carefully to how the client describes the ideal candidate to you will assist you when marketing a candidate back to the client. If you are able to establish the perception of being the staffing expert, then your credibility and potential for placement increases. Keep in mind, LGC wants to make quality placements which match client need and we do not advocate providing a “body” for the sake of filling an open job order.

SELLING THE SALES PRESENTATION About LGC Now is the time for you to begin outlining the LGC difference by using the following transition statement: “Thank you for answering my questions. Now I would like to tell you about LGC and how we could help you with your staffing needs.” This should lead you into a brief 2-3 minute information share on LGC, our history, and what we specialize in. Do not become long-winded or provide excessive material. A simple, to-the-point narrative will work fine.

SELLING FEATURES AND BENEFITS OF LGC This section is the meat and potatoes of your sales appointment. It is at this juncture that you begin referring to what the client explained to you was important to them and then to provide an LGC point of difference answering that issue. It should flow something like this: “______________(client name) you mentioned earlier that what was important to you was that the staffing company you work with providing a candidate that fits your work environment. What we do at LGC to handle that need is to meet with every applicant we provide on assignment. In addition to measuring their technical skills, we also evaluate the candidate on other issues, such as their needs and desires. “We have found that making matches based on personality, work attitudes, and other soft skills are almost as important as the ability to do the technical work. Therefore, we have a higher success in making the match correctly the first time saving you the trouble and money of retraining or orientating new employees.” As you can see, this approach answers the client need and does not include features about LGC that might not be of interest to the contact. The features section usually contains 2 or 3 statements such as above, or may simply have 1. It completely depends upon what is important to the client. The client contact determines this section and it should not be a pre-planned information drop by you.

SELLING CLOSE AND TALENT SELL The key to successful closing is to lay a firm foundation throughout all stages of the sales presentation. Do a good job of needs analysis, explain effectively the benefits of using LGC, and closing will virtually take care of itself. Although not every sales presentation will result in a job order, you must uncover what the client hires for and when, as that assists in your follow-up with the prospect. Prior to closing, ask the client if they have any further questions, thank them for their time, and proceed with: “Do you have anything I could work on for you today?”

SELLING CLOSE AND TALENT SELL Yes OUTSTANDING! No -Proceed with the talent sell (Remember you prepared by bringing resumes of your top candidates with you!) “Earlier you stated an ongoing need for grill cooks. I am currently representing a candidate who meets your description. (develop the sizzle of the applicant relevant to the client need) How could you use this person today?” -If they have no need, ask for a referral and close with: “When do you anticipate having a need and how would you like me to follow-up with you?” -Finally, ask your last closing question: “Do you see any reason why you would not contact me with your next staffing requirement?” Your sales meeting is now complete. At this point you should have a very good idea of how your client utilizes a staffing firm, what they normally hire for and, some sort of current or future commitment for business.

SELLING AFTER THE SALES PRESENTATION Now it is time to look at an equally important aspect of your long-term success at building profitable client relationships: following up and maintaining your marketing efforts. The first step is the mailing of a hand-written thank you note. While you should also send a brief thank you email, people still enjoy receiving postal mail and a brief hand-written note shows a personal touch and is appropriate in the trust-building phase. The note could look like this:

SELLING MOST PLACEABLE APPLICANT (MPA) The next step will be follow up geared at securing the job order. If you were successful during the meeting, the next call you make should be selling a relevant MPA. Always have a MPA in your back pocket ready to showcase and create a sense of excitement and urgency, here’s an example: “Good Morning/Afternoon_______________________(client name) this is ____________________(your name) with LGC. Do you remember me? When we last spoke you indicated an ongoing need for _________________(client hiring need). Well, today is your lucky day. I am currently working with………(outline the sizzle of your applicant)…..how could you use them today?” Who else in your network might have a need for someone of this caliber?”

SELLING FOLLOW UP Any follow-up call to your client must have a purpose. Some ways for you to maintain contact with your client while still demonstrating value include: • Drop off food items. • Staffing Manager introductory call. • Copy of an article you saw highlighting the client company. • Marketing drop offs geared at establishing name. • Twice monthly emails of quality candidates. • Articles about hiring or employment trends. • Letter outlining your credentials for being a potential staffing partner.

SELLING CUSTOMER SERVICE After you have secured the job order and your temporary employee has begun the assignment, it is important that you understand the LGC philosophy related to customer service. LGC’S Customer Service Philosophy Ensuring customer service is essential to building and maintaining good relationships with clients. It does not matter if a client likes you personally. If you cannot provide a quality service and are not present when they need you, you will not continue to receive their business.

CLIENT RELATIONS SELLING It is harder and costlier to acquire a new customer than to retain an existing customer. Your responsibility is to sell and develop new clients, but also to maintain good relations with existing clients. In demonstrating good customer service, simple guidelines to follow include: • Under promise and over deliver. • Every action must reflect quality, integrity, and professionalism. • Go the extra mile for both the client and candidate. • Find-out what the customer needs and deliver. • If you want someone to treat you as their primary vendor, then you have to start by treating them as your number one customer. Good service comes in many forms, but at LGC we have some measurable ways of providing exceptional service to make the client’s day.



STAFFING SELLING + RECRUITING = STAFFING Staffing is a by product of your selling and recruiting efforts. The clients that you have sold to will now pay a fee to utilize the “product” that you have recruited. Up to this point, we have gone over organizing the candidates and processing a job order. It goes without saying that staffing is a very paramount function of any staffing office. At LGC, there are specific guidelines we use for staffing event orders.

STAFFING THE WHITE BOARD Simply put, the white board is to LGC what the Big Mac recipe is to McDonalds. No matter which LGC branch you are in, the white board should look exactly the same as the next. Whether you’re in Indianapolis or Des Moines, orders should be written and staffed in the same exact fashion. The board is how the office communicates. By looking at the board, you will be able to determine what the client needs are for the week, when, what the order calls for, and the criminal background requirement is for.

STAFFING