Yes, as a senior account manager, part of my role is to draw in new clientele. This often means making cold calls into businesses and human resource departments that view my calls the same as those received during dinner time at home. The frustration is often palpable. On both ends, as many times the purpose of my call is to not always to find an open position and sell staffing services. A good conversation with a fellow professional can be mutually beneficial when given the opportunity.

Ask any one of our clients with which we are currently doing business. An experienced recruiter in the staffing industry can be so much more than a staffing partner bringing highly qualified candidates that are pre-screened to their specifications. Often taking on the role of a trusted advisor in the industry, your account manager can also bring to light changing staffing trends beyond the standard HR updates. Think about it. In the course of one day I am connecting with other professionals across a broad span of industry niches that experience different levels of change as the economy shifts. For example, while discussing employment needs, Company A informs me of layoffs occurring due to lack of work. Not only can I partner with Company A to find candidates new to the job market a new opportunity, I also take the opportunity to chat about who else will be affected and foresee other organizations that are going to be in need of a game plan. 

Thankfully, the opposite has been true lately. More and more contacts are reporting an increase in business flow and therefore evaluating the best approach to manage the growth. How beneficial would it be to take the time to listen to a recruiter’s story on where they are seeing that growth? As a human resource professional in your company, what can you gain by having an outside perspective? 

Networking with an account manager in the staffing industry also provides an opportunity to better serve the candidates coming to fill your own positions. By knowing the niche of your connections in the staffing world, you can provide the candidates an alternative avenue to pursue a career in the instance they are not a fit for your company.

Customer service 101: “If I cannot help you, let me tell you who can.” Talent acquisition representatives, corporate recruiters, human resource generalists, office managers, etc. are typically the only individuals in the company a candidate interacts with through the hiring process. In my experience, candidates maintain a higher opinion of hiring managers, and therefore the company that provides resources to redirect their job search holds a higher value to them. Ultimately the result is either a great candidate working for you or a great candidate that becomes gainfully employed that will still rave about how you were able to help even if you couldn’t help directly. And by pairing with a recruiter you have another comrade in your area that can attest to your professional decorum!

So the next time a recruiter calls, instead of wondering what they are wanting from you, think about what you can gain from the call as well. Business partnerships do not need to start with the expectation of a “sale” or closed deal. The strongest relationships start with a mutual understanding of each other’s capability to benefit each other.

Tressa Hyndman, Senior Account Manager

About the Author, Tressa Hyndman
Tressa has been in the staffing industry for two years. Her professional background includes more than nine years of retail and banking management where recruiting for her own team played a large role in building successful teams. Since joining Celebrity Staff, Tressa has used her versatile experience to partner with clients and candidates alike to find the right match for career opportunities. 

Tressa has her Master’s degree in human resource management from Webster University. In her free time she enjoys spending time with family, listening to music, and reading.

In my 17 years at C&A, I have witnessed tremendous growth and change. We have grown from a small company of less than 50 people to a mid-sized firm of almost 500. In the late 90s we were growing at such a rapid pace that it was hard to slow down and establish the infrastructure that has now made us a “great place to work.” The drastically low unemployment rate and high demand for employees in that time meant that our first priority was taking care of the “customer” and it wasn’t until the market stabilized a bit after the turn of the century that we had an opportunity to look at our internal customers — our employees. 

We surveyed our employees to find out what was on the minds of our people and what they wanted from the organization. We learned we weren’t doing a very good job of communicating even the simplest of things, so we established an internal website to keep employees abreast of company news and how to sign up for special events. Our CEO began to hold quarterly meetings to share company performance information with every employee to keep staff “in the know” and more at ease as we weathered this rough economy.  A Wellness Committee was started, training opportunities were enhanced to include “on demand” style learning at your desk, and employee focused events helped people feel like they were part of something bigger than just working for a company. They became part of our family! We’ve come a long way during my career at C&A!

Have you asked yourself why people work for your organization? As the unemployment rate drops, the economy recovers, and our need to hire talented people increases, are you ready to share with someone why they should work for you? Top organizations, regardless of industry, size, or market, need to be ready to share its “story.” Your story helps a potential hire and your current employees connect, engage, and accept your offer to join your team. Your story doesn’t have to be big or elaborate. It can be the story of your beginnings, why you personally started or joined the business, what keeps you excited about your company, future plans, and things you do to make your company a great place to work. 

Why do people work for you? If you are a manager and you don’t know — ask around! Why do people choose to work at your organization? You will either discover a story to share, or uncover opportunities to improve.  Either way, it is a question worth asking.

Patty North, Celebrity Staff Regional Manager, CPC

About the Author Patty North, CPC, SPHR, Celebrity Staff Regional Manager
As the regional manager of Celebrity Staff, a leading staffing and recruitment firm, Patty North has assisted organizations across a four-state region with the development and implementation of best practice strategies in the areas of talent acquisition and talent management. Her collective insight and expertise on workforce planning, garnered from her 16 years in the staffing industry, has enabled clients ranging from small businesses to Fortune 500 corporations to improve performance and gain a competitive advantage in their respective markets. Celebrity Staff is based in Omaha, Nebraska with offices located in Lincoln, Nebraska and Kansas City, Missouri.

In addition, Patty is a Certified Personnel Consultant has her Senior Professional in Human Resources Certification. She has a Bachelor of Sciences in Human Resources and Family Sciences.

So, I know what I must do. I must go to a big box store and ask a sales consultant, probably someone several decades younger than me who knows a whole lot more about technology, for help. What if they try to sell me something expensive and complicated that I do not need? Let’s face it — my Internet activity is mainly online shopping, movie streaming, and Facebook — not really “high tech”. But, how important is that router to me?   Well, I use it every day for personal use as well as occasional business use. I feel seriously inconvenienced without it, so I guess it’s pretty important to me.  

So why, as a consumer, do I need to get help from a professional for this purchase? Because the product I’m buying is something I need, something that I do not purchase very often, and something that I want to buy correctly so that I can move on to other tasks. As I get ready to head out to the shopping center, I have to think about my own role as a sales consultant for staffing. Do I try to sell my customers something or someone more than they need? No, that doesn’t really doesn’t help either of us. I want to sell them what they need, based on what they need to accomplish. And, if I do this well, they will come back to me the next time they are in need of staffing assistance.

Back in the office, when I’m working with my clients, I’ll remember how hard it is to be a consumer in a world of never-ending choices and I’ll make sure that I am taking the plethora of choices Celebrity offers and help my customers make the right decision on the candidates they hire. And, I will strive to be the best sales consultant I can asking the right questions that lead us to the right match. In the meantime, wish me luck at the big box store. If they provide great advice, I have a cell phone with an upgrade option in June!

Debbie Hollingsworth, Celebrity Staff Branch Manager

About the Author, Debbie Hollingsworth
Debbie Hollingsworth has been with Celebrity Staff for six months, having recently relocated from Ohio where she worked with a national staffing company for seven years. Debbie has experience with a wide spectrum of staffing options, including a variety of skill sets and nationwide recruiting efforts. She is a graduate of Ohio State University with a bachelor’s degree in Slavic languages.

So what does this have to do with work? Think about it. Valentine’s Day gifts are gifts of feedback. When is the last time you showed your employees and staff some “love?” Have you told them you appreciate them lately? 

According to the Business Dictionary found online, feedback is a process in which the effect or output of an action is “returned”- (the feedback) to modify the next action.  Most likely the sender of flowers is hoping for feedback? A kiss, maybe? (We’ll leave the speculation there to keep it clean) The Directory goes on to say that feedback is essential to the working and survival of all regulatory mechanisms found throughout living and non-living nature, and in man-made systems, such as the education system and economy. In other words, feedback is necessary in all aspects of life and business. As a two-way flow, feedback is inherent to all interactions, whether human-to-human, human-to-machine, or machine-to-machine. 

Wow! If feedback is so necessary, why do so many managers not give feedback? In the staffing business we contact hiring managers on a daily basis to oversee temporary assignments and facilitate hiring decisions; it is surprising how much of our coaching to both parties is in giving and receiving feedback. In my experience, the reason many do not offer feedback is that we think of it as negative, therefore uncomfortable. We associate feedback with conflict, but it doesn’t have to be way. When our customers give us feedback on our products or services, is it always negative? Even if it is, doesn’t it allow us the opportunity to use that information to improve our processes or products? That feedback from customers is valuable intelligence on how we can make our companies better. 

Think of your personal relationships, if your husband or wife drives you nuts when they wash jeans with whites and you never tell them, what happens over a period of time? You get irritated every time you see those items washed together and eventually a fight ensues over how to sort laundry, when all it would have taken was a little feedback to avoid an unnecessary fight. I’m sure you can insert your own example to see how a lack of feedback can cause the biggest of fights.

Now take that same approach in providing feedback to your employees. If you don’t ever tell them they are doing a good job in handling certain aspects of their job, they may not take as much pride in that task. Conversely, we should provide feedback on what they can improve upon and how. If they don’t know something is wrong, and we allow ourselves to get frustrated with their work, who is really to blame? I say, you, for lack of providing feedback.

As we have moved past Valentine’s Day, remember gifts of feedback don’t have to be in the form of a once a year flower delivery similar to the annual review.  Impromptu gifts of feedback are often more valuable and appreciated. 

Patty North, Celebrity Staff Regional Manager, CPC

About the Author, Patty North, Regional Manager
Patty has worked with Celebrity Staff for the last 14 years, 12 of those years in a management role directly supervising 75+ employees and indirectly supervising 400 employees throughoutNebraskaand theKansas City,MOarea. As a certified personnel consultant with a bachelor’s degree in family and consumer sciences, Patty has served as an Advisory Board member of ICAN (Institute for Career Advancement Needs), is a past-president of the NE Association of Family and Consumer Sciences (NAFCS), and has been a guest speaker at the University of Nebraska – Omaha on topics ranging from resume writing to interviewing as well as a presenter at Women’s Leadership Conference in addition to several other achievements. In her free time Patty enjoys spending time with her husband Dave and her step-daughter Bailey.

For some, delegating comes easily. For others, perhaps the entrepreneur who has grown her business from a one-person to a ten-person firm, letting go is next to impossible. You’ve heard this type of person referred to, in hushed voices, as a control freak or a micromanager. Still others keep theirs as a one-person company, and their refusal to hire help causes them and their business problems. Failure to delegate may even make someone go out of business, leading this person to have to get a job working for someone else. For those who are not self-employed, the inability to delegate may lead to time and project management problems.

1. Choose what you wish to delegate!
What defines you and sets you apart from everyone else? That’s what you should be doing with your time. Pick as many non-priority tasks that others could do as well as you, and delegate those efforts. Focus on your priority task.

2. Pick the best person to delegate to.
Learn the traits, values, and characteristics of those who will perform well when you delegate to them. Pay attention to whether someone asks questions at the time a task is assigned. Listen and observe. You’ll find out quickly about people who are willing to take on responsibility if they’re already taking it on their own.

3. Trust those to whom you delegate.
Along with trust, you also have to give the people to who you delegate the chance to do a job their way. There is more than one acceptable way to do a task in most cases. You have the right to require that whatever you assign is done accurately and well.

4. Give clear assignments and instructions.
One of the most frustrating things to any employee is not having clear expectations or the resources to meet those expectations. Think about what you would need to know if you did not understand how to do what it is that you are attempting to explain. Think back to that time when you were learning, when you were a neophyte.

5. Set a definite task completion date and follow-up system.
Establish a very specific deadline at the beginning of the project, including several mini-deadlines. In this way you may follow up and check on the job’s progress, rather than waiting until the final deadline. This is especially important if you’re not yet comfortable with the skill level of the person to whom you delegated this project.

6. Give Credit. Give Credit. Give Credit.
It can’t be said enough. Ah… give credit. There. You will inspire loyalty and a wish to serve if you give other people credit for their achievements. It can be as simple as letting others know about the help someone is giving you when you introduce that person. Weekly, monthly, or annual performance reviews are another obvious place to give credit to those whom you delegate work.

Molly Hallgren, Celebrity Staff Senior Account Manager

About the Author, Molly Hallgren
Molly Hallgren has worked with Celebrity Staff since August of 2009. As a senior account manager Molly searches for top talent by networking, sourcing, and through referrals. In previous positions, she has managed marketing activity for a national N.P.O. and directed corporate salon sales for aNebraskadistributor. She also writes movie reviews for a radio station inChicagoand enjoys sharing her critiques on air. Originally fromCleveland,OH, Molly graduated with a B.B.A in Marketing and Communication. Outside of work she enjoys basketball, bike riding, and road trips.

Goals are the essence of success characterized by a feeling of being in control of your own destiny. Think where you are and where you want to go. With clear goals, you will fly straight like an arrow toward your dreams. Yes, you’re busy. But are you “good” busy? How will you know what good busy is if you have not taken the time to figure out what your goals are for today, this week, this month, this year, and even over the next five or ten years? Having a clear idea of what you want to do with your time is what goal setting is really all about.

Examples abound of just how powerful goals can be in shaping behavior. Clear organizational goals can drive employee efforts throughout an organization. But if employees do not know what the organization’s goals are, those goals lose the ability they have to energize employees toward achievements. Communicating organizational goals to employees is essential for achieving desired outcomes. Bob Danzing, former Hearst newspapers executive who is now a motivational speaker and author, shared how goal setting helped him when he was a child in foster care on his journey to one day becoming a CEO: “The social worker simply told the 11 year-old child, ‘You are worthwhile’ every time she met with him. Those three words invited that child, for the first time in his life, to see possibilities for his life. Goals, as it were. I never forgot her words. They were with me as I took my first job as a teenage office boy at the Albany, New York, Times Union. Her goal-inviting words were with me as I became publisher of that newspaper and remained as an ongoing incentive when I became nationwide CEO of all Hearst newspapers for twenty years. Early goal seeds can sprout to become a lifelong garden.”

If you have not been goal-oriented recently, it’s not too late to start or rethink your career (or personal) aspirations. Goal setting goes hand-in-hand with another fundamental principle of optimum time management: planning. You need goals in order to plan better. Better plans usually lead to greater efficiency and improved results. Of course, I have to remind readers about “the best laid plans of mice and men” and Murphy’s Law, that anything that can go wrong, will. Goal setting and planning do not mean you can completely control the world or the outcome of your actions or the actions of those with whom you work. There is; however, a greater likelihood that you will achieve your goal if you have a direction and a strategy in mind.

By setting goals, you know where you’re going. Goals are necessary, at work or in your leisure time. Without goals you’re more likely to flounder and react erratically to opportunities and problems, with too little perspective on the effects they will have on your personal and professional life. You must have long-term goals to keep you from being frustrated by short-term failures.

How many goals should you have? One? Six? Nineteen? How many can you handle at once? Working on three ambitions simultaneously and being very busy in its pursuit might be completely age and situation appropriate for some, while others can effectively take on more or less.

A crucial step in time management is to decide on your long-term and short-term goals. The next all important action is to write down those goals. By putting them down on paper (or doing so electronically) you are reinforcing those goals and your commitment to them. Date your list of long-term goals so you can review it from time to time; create a schedule to review your goals and proceed to ask yourself if you are moving toward achieving the goals or if you need to substitute different ones. Be as concrete as possible in formulating your goals. Avoid vague statements such as, “I want to be rich,” or “I want to be more creative.” The key is to establish specific measureable goals that you can work toward in clear-cut steps.

Molly Hallgren, Celebrity Staff Senior Account Manager

About the Author, Molly Hallgren
Molly Hallgren has worked with Celebrity Staff since August of 2009. As a senior account manager,  Molly searches for top talent by networking, sourcing, and through referrals. In previous positions, she has managed marketing activity for a national N.P.O. and directed corporate salon sales for a Nebraska distributor. She also writes movie reviews for a radio station in Chicago and enjoys sharing her critiques on air. Originally from Cleveland, OH, Molly graduated with a B.B.A in Marketing and Communication. Outside of work she enjoys basketball, bike riding, and road trips.

Looking back, now a recruiter, I never realized how comparable the two professions are. For starters, we both work on a contingency basis – most recruiters are not paid until after you hire their candidate. We both adhere to strict confidentiality – many times we have signed agreements regarding trade secrets, intellectual property, and keeping pending layoffs or releases on a “need to know” basis. Also, we both advise individuals how to proceed through stressful and difficult situations. Aside from who you marry and what (if any) religion you choose, deciding whether to leave a company or where to start your new career is one of the three biggest decisions you’ll ever make. Unfortunately, our industries also have negative perceptions; “sharks” vs. “headhunters”. The similarities are endless.

However, one thing that does differ is how much disclosure the client offers their representation. Attorneys deal in full disclosure. Based on the information you provide, they need to form a game plan, brainstorm with their team, work long nights, fact check, find credible references, prepare you for questions or objections that may arise, source experts in their fields; whatever it takes to help you win. Yet, when it comes to some of our clients as recruiters, we are expected to deliver with limited information. I’ve had orders for “an administrative assistant who knows Excel and is professional” – that’s it. Working in a metro with a population over two million, a lot of people can fit that bill! When you partner with an attorney, the first thing they ask is for you to tell your story: The who, what, when, where, why, and how. You’re advised to be up front and as detailed as possible. After all, if your attorney doesn’t know what they are working on how can they possibly be an effective partner?    

Partnering with a recruiter should be no different. We also need to know your story. If you have an opening, I’m going to need at least 20-30 minutes of your time to fully understand your situation, starting with your urgency. Why the position is open, what methods have you already taken, what you’ve been looking for that you haven’t found yet, what happens if this position goes unfilled and what is your “drop dead” date. I’m not here to waste either of our time. So, if there’s no way you’ll have approval to hire somebody until May due to an unwavering, iron-clad budget, you don’t need to interview my candidates in December.

For job specs, I’ve had many clients that will forward descriptions they’ve spent hours preparing and posted on their websites. While they may be descriptive on the day-to-day duties and qualifications, rarely have I seen any that include what makes a good cultural fit. People make hiring decisions for weird reasons. If it was strictly the specific skillset they were looking for, we’d have a much better interview to placement ratio and our clients probably wouldn’t need us. No, they also want someone who will get along with their coworkers, take initiative, be reliable, etc. Companies not only expect us to make good technical and chemistry matches, but if they do make an offer, they want us to find a candidate that will accept the offer.

There’s a hidden aspect of our role that a lot of clients don’t realize. In order for our candidates to be interested in interviewing with you, oftentimes, we have to sell them on your opportunity. Why are you better than any other job opening right now? Why would you be better than the career the already have? Next to a divorce or death in the family, changing careers is one of the most stressful times someone can go through. Changing careers though, is something they can sometimes control or choose to do. Sell me on your company, not just your salary and benefit package. Give me the vision. Will this person be challenged? Is there advancement? Are you on the rise? Are you a stable company? Why do you like working there? If you can’t open up to me and sell me on why this is a good opportunity, I won’t be able to ensure my candidates are excited about you. Case closed.

I don’t regret my decision to forgo a legal career. Working in a legal niche, I’m able to stay abreast of the terminology, jargon, and industry. I still wear suits to work and I’ve even thought about buying a nice briefcase, but I’m not sure what I would put in it. In the end, we both maintain the best interests of our clients and all parties involved. We’re here to help you. There are few things more rewarding than finding a match for our client, they thought would be impossible. When it happens, I still have my Danny Kaffee moments – frozen, excitedly stunned, with a “Did I just do that?” look on my face as it all sinks in. I did the unthinkable. Hopefully more clients will see the benefits of full disclosure with their recruiters. Until then, the defense rests; I’ve always wanted to say that.

Brad Lewis, Celebrity Staff Kansas City Branch Manager

About the Author, Brad Lewis
Brad joined Celebrity Staff in 2005 and currently serves as Branch Manager for Celebrity’s Kansas City branch office. Prior to joining Celebrity Staff, Brad was a business consultant in the communications industry for five years working specifically in theKansasandMissouridistricts. As branch manager, Brad concentrates on ensuring excellence in the overall operations of theKansas Citybranch for both clients and employees. Outside the office, Brad enjoys spending quality time with his wife and their family.

The Economy Isn’t as Bad as Reported
The US economy has now risen above pre-recession levels. In Q3 2011, the US economy grew at a pace of 2.5%, and the GDP grew to $13.35 trillion. This exceeds the pre-recession high of $13.33 trillion during the last quarter of 2007. Companies are also beating Wall Street expectations for the eleventh straight quarter. A total of 220 out of 295 Standard & Poor’s 500 Index companies have exceeded forecasts for the third quarter, according to data compiled by Bloomberg.

More Money, More Hiring
Middle management is ready to offer their staff some “workload relief” and are pushing company leaders for bigger budgets. With more cash on hand companies will be granting management requests, and middle management is licking their chops to start strategically rebuilding to their pre-recession staff levels. This has resulted in a rash of hires by companies and doesn’t even take into account holiday hiring or stretched small business owners looking to add key positions to support new business. Simply put, the demand for candidates is going up dramatically. 

More Hiring, Fewer Candidates
Since 2008, it’s been the proverbial land of milk and honey for candidate sourcing. Throw out a job posting, and voilá instant qualified candidates! Candidate pools were bursting with outstanding talent itching for the next opportunity. That pool however has been depleted. The top tier talent that lost their jobs during the recession is already back to work. You can no longer cherry pick the resumes that come in from job postings because it won’t get the results you want. In addition, companies with seasonal projects and temporary assignments are snatching up second level candidates as well.

Top Candidates Aren’t Coming To You
We’re not on easy street now.  You will be at a competitive disadvantage if your in-house recruiting tactics primarily consist of job ads. This will not help you reach the largest source of untapped talent – those who are currently employed. Of potential talent, 84% are happily employed making good money. They are not going to the job boards and looking at your postings, they’re trying to produce excellent results for their current employer. You can no longer rely on these passive recruiting tactics, or you will have a weak candidate pool.

If You Wait, You’ll Lose
The weakened candidate pool means there’s less of a chance you’ll be able to find someone else. If you have a candidate that you like, hire them. The days of having all the time in the world to make a hiring decision while an excellent candidate waits are over. Recently, I’ve had two clients miss opportunities to bring on great talent because they waited too long. They decided to wait on an offer to look at other candidates, and by the time they interviewed those other candidates it was too late. When they came back, the original candidate was long gone, hired by someone else.

Are you having a challenging time finding the right candidates for your opening? Have you felt the sting of the shrinking candidate pool? That’s where Celebrity Staff can help you! Call us today to speak with an account manager about your specific needs.

Adam McCoy, Celebrity Staff Senior Account Manager

About the Author, Adam McCoy
Adam has been in the staffing and recruiting industry for more than two years combined with more than 10 years of client services experience. As a Senior Account Manager, he is responsible for mentoring new employees and cultivating strong relationships with key accounts vital to Celebrity Staff. Adam’s talents include managing accounts across the country, business development, coaching, and employee development. He has been recognized as a key contributor throughout his career through various awards and recognition. 

 Originally from Monticello, IA, Adam is married with two children and stays busy with ministry and family activities. He also enjoys reading about and tinkering with the latest technology and is a self-professed “egghead”

Pushers use deadlines and required benchmarks to motivate employees. Pushers are vocal and provide feedback, but most often when things aren’t going well. They also tend to be very reactive when handling situations. Employees avoid interaction with Pushers as it usually means they have done something wrong. Pushers often give their employees the impression that their own success is more important than that of the company. This approach makes employees think that the bottom-line is all that matters. 

Pullers are quick to highlight successes and praise performance. They motivate employees with incentives and recognition. Pullers give regular feedback regardless of whether performance is up or down. This is because Pullers take a proactive approach to management. Employees enjoy interacting with Pullers because they will receive constructive criticism and praise.  This approach makes employees feel valued and a part of the success of the organization.

Now that we’ve defined these management styles, which do you think is more effective? Having worked for both, I can tell you that Pullers get more from their people. Why? Because fear and intimidation rarely push employees to succeed. The reaction is usually very much the opposite as employees tend to “push back”.  When employees only hear from a manager when they drop the ball, they feel unappreciated. They begin looking for a new position where they will be more appreciated.  Many employees will settle for less money in order to leave a Pusher in the hopes of finding a Puller.

If retaining top talent is important to your organization, then adopt a Puller’s mentality. It takes a conscious effort to be a Puller, but it is worth the work.

Celebrity Staff Account Manager, Matt Demmel

About the Author, Matt Demmel
Matt began working for Celebrity Staff in November of 2010. Prior, he worked in the financial field for seven years hiring and training sales professionals. With extensive experience locating and developing premier talent, Matt takes pride in helping match qualified candidates with companies that can utilize their skills. As an account manager, he is responsible for cultivating long-standing relationships with local businesses and job seekers.

Originally from Kearney, Neb., Matt graduated with a Bachelor of Science in Chemical Engineering from the University of Nebraska – Lincoln. He is married with one child and stays busy with outdoor activities and playing and watching sports.

Celebrity Staff Employee of the Year, Cathy F. poses with Celebrity Staff KC Branch Manager Brad Lewis before the Awards Ceremony.

Celebrating with professionals from each of the staffing divisions within C&A Industries, Inc., Celebrity Staff was thrilled to recognize the accomplishments of our 2011 Employee of the Year, Cathy F. at our Annual Awards Dinner on Thursday, September 15.

Our annual awards occurred during National Staffing Week, which is a time to give much deserved accolades to the millions of people employed by staffing companies across the country on any given day. This year Celebrity awarded Cathy with our highest honor. We are proud Cathy chose to join the Celebrity Staff team!

Here is just a little bit about Cathy:

Cathy has been with her current assignment as an administrative assistant for the past three years.  Since she began, she’s broadened her responsibilities, a clear sign of how much she’s valued by our client.  Cathy says going to work every day is like meeting up with family.  She and her co-workers support each other through thick and thin. 

Cathy describes herself as eager, a quick learner, unafraid of obstacles.  Her Account Manager with Celebrity Staff sings her praises, citing her reliability, exceptional work ethic, and unflappable positive attitude.  He says she constantly goes above and beyond to handle whatever is thrown her way, without missing a beat.

It’s no surprise to our client that Cathy would be recognized for her efforts and abilities. We all cannot think of anyone more deserving for Employee of the Year than Cathy F.