The Evolution of Staffing Technology

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INDEX

Introduction | Executive Summary

Staffing Technology: A Brief History

Part 1: Prehistory (Dawn of Time–1800)

Part 2: The Industrial Revolution (or Man vs. Machine)

Part 3: Scientific Management and Big Data 1.0

Part 4: Legacy Systems: Personnel and Paper

Part 5: Rise of the Machines

Part 6: Back to the Future: Talent Technology Today

Part 7: Staffing Technology Selection for Dummies

ABOUT THE AUTHOR: Matt Charney

ABOUT RECRUITING DAILY

ABOUT

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Executive Summary: A Brief History of Staffing

According to the Bureau of Labor Statistics (BLS), last year an estimated 11.5 million Americans, or about 2 percent of the total eligible workforce, found good jobs (average assignment: 3.6 months) at good salaries (an average of $13.20 an hour), thanks to third party recruiting providers.

That two percent might not sound like a whole lot, but in terms of absolute employment, that seemingly fractional amount amounts to the difference between a booming economy and a recession, at least according to labor economists (We’ll trust the eggheads on this one, since there are numbers involved.)

If you’re in staffing, you already know recessions suck—but it’s largely because of you that we’re back to work, too. In fact, the BLS estimated with an 11.1 percent year-over-year growth, the staffing industry is outperforming every other sector not involving technology or healthcare. That 2 percent, by the way, is only contingent labor; around 275,000 permanent, salaried positions were filled through search firms, an increase of 3.2 percent since 2012. All told, the staffing industry generates total sales of $117 billion a year—that’s billion, with a “B.”

Talk about big data.

Truth is, for a niche industry, staffing touches a lot of lives—both personally, and professionally—across all demographics, markets, professional levels and industries. It makes sense, considering that without it, millions of Americans wouldn’t be able to pay their bills or build their bank accounts.

We’d say something corny like “staffing technology enables the American Dream,” but since this is a B2B white paper, if you’re on the other side of staffing, chances are that technology is more of a recurring nightmare.

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Because even though the number of roles staffing firms fill every year has continued to increase steadily since the lean years after Lehman Bros. and the economy collapsed, the fact is that the software powering most staffing firms continues to be stuck somewhere between mainframes and MS-DOS.

In an age of constant connectivity and living in real time, all the time, the truth of the matter is that staffing technology lags far behind its consumer counterparts. In the age of the iWatch, staffing systems stay stuck squarely in the days of the beeper and the brick phone.

But with changes such as social, mobile, gamification and those other buzzwords that you’re too busy playing Angry Birds on your Android against Facebook friends to really pay too much attention to, there’s seismic change on the horizon for staffing technology. This is good news for recruiters as well as their clients and candidates.

This paper will take a look at the history of staffing technology, which stretches back to antiquity, and trace its painfully slow evolution. We’ll go from the bird-based time clocks favored by cave men all the way to the distant future, where a boss at even a small sprockets company can somehow teleport to spend a little face time with his offsite employees. Most importantly, we’ll look at what you need to know to steer clear of the Stone Age and stay at the cutting edge of automation and productivity (even if there might not be a robot butler involved – yet). In staffing, time is money, and systems are the key to working less and making more. Not to mention minimizing damage and maximizing results. But don’t be fooled. This isn’t a business case. It’s a wakeup call.

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Staffing Technology: A Brief History

Part 1: Prehistory (Dawn of Time–1800)If you think about it, staffing is likely the second oldest profession in the world, and not all that dissimilar from the oldest, either, as both rely on fulfilling the most basic human needs (millennia before Maslow developed his hierarchy) and make most of their money on hourly margins.

Consider the Anubian Scroll, dated by archaeologists to Sumer, about the same time Abraham used to herd goats with his kid Isaac just down the road. This find, in which a Sumerian landowner records in hieroglyphs the names and days worked by what one can infer as his chattel (which used to be what “temps” were called), can be considered the first ever staffing technology in history.

As you can see from the picture on the left, this stone system was most likely less painful than an Excel spreadsheet, but still left much to be desired for the staffing professional forced to chisel his invoices to King Nebuchadnezzar. Who, records show, was a notorious dodger of bills, proving that some things just don’t change when it comes to staffing clients. And the employer built a pyramid made out of gold, for crying out loud. Speaking of pyramids, over 5,000 meters of papyrus (in various locations and conditions) have been recovered

from the Great Pyramid at Giza listing the names, occupations and assets with which the servants buried alive with the Great Pharaoh could, presumably, use as a reference for employers in the afterlife.

One can only assume that a similar record was kept safely outside for bookkeeping, a pretty good recruiting racket considering these candidates always stayed around past their guaranteed date. In fact, in dynastic Egypt it’s estimated that employee retention reached its highest level in history (it helps that 50 percent of the workforce stayed with one employer for life—and death).

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We do know that by the birth of Christ, retention had become somewhat more problematic; consider John 10:13: “He flees because he is a hired hand and cares not.”

Still, getting paid on time for work done has held central importance throughout history. Which, even in Biblical times, was a pain in the tucchus for employers, and has always been a huge time suck. Withholding has been an issue since Roman times, as James 5:4 tells us:

“Behold, the wages of the laborers who mowed your fields, which you have kept back by fraud, are crying out against you, and the cries of the harvesters have reached the ears of the Lord of hosts.”

Be glad you only have to deal with the IRS and maybe pay a fine. The penalties, apparently, used to be much worse, but the point is, even though staffing technology has evolved, minimizing risk and accurate record keeping have been critical for employers since the dawn of mankind.

We don’t have much information from the Dark Ages, but we do know the first ever personal tax record, the Domesday Book, appeared in the South of England in the 12th century, and every nobleman was responsible for accurately reporting and paying the Crown for the serfs residing and working on his lands.

A few centuries later, the printing press developed, rapidly altering the nature of HR technology. The first book printed in English, The Reycaulle [sic] of the Histories of Troye included a lengthy section on the protocol of the ethics of male-female interactions among members of the royal retinue – written on the same topic (and same completely obtuse, unintelligible English derivative) as the same employee guidelines we continue to develop some 540 years later. Only now, they’re in .pdf form and way less graphic when discussing sexuality at work.

Printing continued to dominate HR technology for centuries after Guttenberg’s first edition, from the scrip used to pay mercenaries to the workhouse workbooks to this newspaper classified ad from May 1776, printed in the Woodbury, MA. Recorder: “Wanted: A 4 1/2’ tall colored boy for office work.”

Think your searches are specific? Still, job descriptions obviously haven’t improved very much since these times, nor has the apparent desire for

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diversity even in the menial, colonial workforce. And sure, no matter what was acceptable at the time, while anyone today bristles at this as racist, the real question is: why 4 and a half feet tall? Hiring managers sucked, even back before they formally existed.

Not much, though, changed at all, until the Industrial Revolution in the mid-19th Century, when the influx of unskilled, transient labor to the cities and factories made manual methods untenable, and competition fierce for the most experienced, most skilled talent, which was, in areas such as Manchester and Detroit, posted on job boards in tenements and mostly immigrant communities.

Part 2: The Industrial Revolution (or Man vs. Machine)Change accelerated with the historical shift in workforce composition and planning (reinforced by the almost worldwide abolition of slavery and serfdom formally in place within 50 years of the first railway), not to mention increasingly complex compliance and record keeping requirements.

The first American income tax was introduced in 1861 to pay for a war fought mostly over labor costs; the Chinese Exclusion Act of 1882 put the onus on U.S. employers to verify their new hires were not, in fact, Chinese citizens, and placing employers at risk of seizure of property and loss of business. In a span of about 10 years, in America at least, staffing as we know it was born—as was its business necessity.

As always, technology developed to meet the evolving needs of staffing practitioners and employers. The year 1888 brought the first mechanical time clock for tracking worker hours, the same year as the first electrical coffee pot, an invention that would go on to impact staffing productivity perhaps more than any other.

Of course, these systems were imperfect, but when labor relations involved sending in armed soldiers to break up strikes, the margin of error was a little greater for employers and staffing professionals (who, coincidentally, escorted fresh

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arrivals from Ellis Island directly to their textile clients in the Garment District, in one of the first temp labor booms in history).Then, much to the chagrin of contemporary staffing practitioners, technology took a sharp turn from manual to mechanized, from dispensable commodity to highly prized asset. Metrics were invented, and while we still haven’t perfected them, they’ve been the de facto currency of staffing professionals ever since.

Part 3: Scientific Management and Big Data 1.0In the 1880s and 1890s, the same time as the Pullman Strike was being busted up, monopolies like U.S. Steel were all the rage, and a rugged young rapscallion named Mark Twain was writing books, a young man moved from factory to factory all over the Rust Belt with a theory that was perceived as radical, ridiculous and even insane.

His name was Frederick Winslow Taylor, and he believed in a completely revolutionary idea that was more heretical to employers of the day than paying salaried employees overtime.

It was that, turns out, workers employed for someone else other than themselves were basically giant slackers with no incentive to work any harder than they had to on someone else’s time, and that was costing companies a great deal—particularly enterprise employers like his primary patron, U.S. Steel.

That said, there were also workers who, while lazy peasants like everyone else on the payroll, had more natural talent and inherent skills (not to mention work ethic) than their counterparts. This created a distinction that created recruiting as we know it— that the laws of supply and demand also cover human capital. These “A” Players were the kind that companies should want to recruit and retain.

A quote from Taylor’s influential “Principals of Scientific Management” was written in 1912, but it represents the same prevailing rationale driving the staffing industry today:

“The search for better, for more competent men, from the presidents of our great companies down to our household servants was never more vigorous than it is now. And more than ever before is the demand for competent men in excess of the supply. What we are all looking for, however, is the ready made competent man; the man whom some one else has trained.”

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And in this paragraph, staffing as we know it was born. As was human capital consulting, because, like all consultants, Taylor not only invented an “emerging national crisis of efficiency” but also solution sales, continuing, “It is only when we fully realize that our duty as well as our opportunity lies in systematically cooperating to train and make this competent man instead of hunting for a man whom someone else has trained, thus making the man more loyal and less expensive to his employer, than we shall be on the road to national efficiency.

Yeah, so Taylor pretty much nailed the value proposition that staffing firms still use today: a shared pool of prescreened, qualified and cost effective labor to fill needs with little risk to the employer and minimal ramp-up time. Measuring the relative productivity of these workers, meanwhile, was a challenge at which Taylor wasn’t nearly so sage; called “scientific management” (an obvious oxymoron to the contemporary eye), he devised an elaborate system to measure exactly how productive workers were so that their movements could be minimized, their work streamlined, and ultimately, increase productivity and profit.

For many years, this “scientific management” of creating highly interchangeable, highly specialized and highly productive workers through process improvement and predictive analytics was considered a scientific flop akin to eugenics or Olean. And yet, today, these very same disproven theories have resurfaced, rebranded as “big data.”

And while Taylor’s earlier staffing predictions have obviously been borne out, it’s only now that we’re realizing he was right about scientific management. Only now, instead of measuring through observing individual workers manually, we have the technology to make sure we’re getting the most out of every worker.

What’s changed? Without recounting the entire lyrics of Billy Joel’s “We Didn’t Start the Fire”, the answer is that while workers and jobs have superficially changed over the 20th century, their motivations are still the same: to make as much money as possible while doing as little work as possible.

The reason the world of work is shifting, however, is a little simpler.

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Technology has, for the first time, not only changed how we work, but why and how we work as well. And the pace of development from Taylor’s stopwatch to enterprise talent management suite proved that in order for work to keep up with its workers, so too must technology.

“In the past, man was first,” Taylor writes, “but in the future, the system will be first.”

As it turns out, Taylor was right.

Part 4: Legacy Systems: Personnel and PaperAsk the average worker to describe what HR does and chances are that his perception resembles that opening shot in Billy Wilder’s The Office, with row upon row of drones mechanically entering data into antiquated machines and identical desks overflowing with office paper. The reality is not far off.

While the human relations management movement of Elton Mayo manifested itself primarily as a leadership strategy, those same leaders simultaneously saw the need to deal with scaling increasing numbers of employees, particularly payroll transactions. Mayo’s research, surprisingly, showed little correlation between compensation and worker productivity. It also showed that not paying them what they were owed, and when they were owed it, was in fact the ultimate driver of employee dissatisfaction.

In those days before direct deposit but after the passing of such legislation as social security and Medicare withholdings, the first true HR technology started with mainframe payroll systems to make this formerly manual process paperless and more or less painful.

Eventually, someone realized that all the information about new employees they were punching into the mainframe happened to actually contain a lot more useful and actionable information about employees than simply what and when they got paid.

For the first time, companies could see data related to jobs, salary, absence rates and personal data such as employee tenure and work history. Since companies relied exclusively on mainframe systems, this meant their systems were exclusively on-premise and interchangeable memory and microchips were still a few years away.

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Realizing there was money to be made from this sort of information (not to mention potentially better personnel management techniques), the first dedicated staffing technology vendors started popping up to serve a growing market.

Many companies employed small armies of techies to build and run their own systems; teams at blue chip companies such as AT&T, General Electric and DuPont developed some of the earliest true staffing systems internally. But increasingly, an upstart group of vendors dedicated exclusively to staffing arose.

Among the earliest players were companies including Dun and Bradstreet, ADP and IBM, companies that shockingly, for a space now dominated by startups, still exist. As companies’ needs changed and evolved along with external work trends and internal needs, these dedicated point solutions soon gained an advantage over the many constraints of mainframe systems.

While these mainframe (or “on premise,” as vendors behind the times have since rebranded their product marketing and messaging) systems are great at keeping data secure and being configurable enough to fill a specific need while handling specific data, they also tend to have a few limitations. Especially as they evolved for recruiting, as any on-premise ATS user can tell you.

The first is that, largely, they require a TON of maintenance— from the team of dedicated ATS/HRIS specialists a company has to have constantly on call (which amounts to a lot of headcount)—and even the pocket square set that spend more of their time fixing existing issues than developing new applications or improved efficacy.

Second, they tend to suck at being flexible or sharing data outside the specific scope for which the system was built. That means that even within a single organization, there might be dozens of HCM systems, each dedicated to a disparate data set and unable to share information with each other, much less disseminate that data from the back office to the front line.

Last, but not least, legacy staffing systems were about as intuitive for the average end user as particle physics. There was no way anyone without a computer science degree, complex coding expertise and the ability to quote Douglas Adams could understand what the heck they needed to do to

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complete even the simplest of tasks.

The end user really didn’t matter— nor could most of these systems convey requirements or real recruiting needs effectively to the techie responsible for their system of record and their sanity. It was like trying to explain SnapChat to a septuagenarian.

In those days, self-service generally meant opening the three-ring binder with a users’ manual approximately the same length as your average Tolstoy book. Mobile meant walking to the fax machine to send out an offer, and most talent practitioners had to spend more time on the phone with the help desk than with candidates.

And it sucked really, really bad. But a system was sacred; after all, you were locked into it forever, with the same features and code base sitting unchanged since the Reagan administration, pretty much. It just wasn’t working.

And the great battle between recruiting and technology turned into a full-fledged war.

Part 5: Rise of the MachinesYou might not believe it now, but one of the most revolutionary companies in the history of staffing technology first launched in 1994, and the MonsterBoard (as Monster.com was originally known), proved to be a game changer for candidates and recruiters alike.

For the first time, recruitment practitioners no longer had to rely on their Rolodex and help wanted ads to reach candidates. They could go directly online and access a database of candidates with a previously unheard of size and scope. By 1996, the year Monster went public, it boasted of over 250,000 resumes and 50,000 active jobs; no small potatoes, considering menternet penetration in the United States that same year was estimated to be between 35-40 million total active monthly users, with each logging in an average of 30 minutes a month.

As online recruiting exploded, so too did a staffing technology industry which constituted a rapidly growing ecosystem; the market for recruiting technologies, including online recruitment spend, increased from a paltry 4.1 billion in 1991 to an estimated 68 billion only a decade later.

While job boards like Monster, as well as CareerBuilder, Hot Jobs! and niche

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players such as Dice and the Ladders counted for a significant share of this early online recruiting marketplace, the increased consumerization of HR technology was also coupled with the development of Web-enabled, integrated applicant tracking and talent management systems.

By combining disparate databases, both internal and external, into a single source across all parts of the full cycle hiring process, talent acquisition shifted its focus from reactive, just-in-time hiring to strategic, proactive sourcing. This meant recruiters were now building not just a slate of candidates for one position, but a pipeline of candidates to meet the future talent needs of an entire company.

The resulting ease of finding both jobs and candidates led to a dramatic increase in applications, from approximately a dozen per posted position in 1995 to almost 200 just a decade later.

This sudden influx of resumes suddenly put the impetus on companies not just to attract candidates, but do a more effective job screening out the right candidates to find the elusive A-player who fits both the organization’s needs and its culture.

It also commoditized candidates, democratizing search from old boys’ club to open network by giving the same set of tools to essentially everyone, meaning that finding talent was no longer a competitive differentiator.

This level playing field meant largely reverting to the critical recruiting competencies which preceded talent technology: personal interactions and personalized engagement continue to define who’s winning the war for top talent.

Part 6: Back to the Future: Talent Technology TodayWhile the rise of online recruiting represents one of the most significant disruptors in the evolution of staffing technology, the rise of social media, mobile, video, predictive analytics and other trends shaping staffing have led to a proliferation in point solutions and startup vendors fighting for a share of the estimated $17 billion annual spend on talent management systems alone.

Bersin by Deloitte estimates that 40,000 companies worldwide compete

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in the talent acquisition or recruiting space, each promising to make talent management more efficient and effective. Which means that, if you’re like the 52 percent of employers planning on increasing your talent technology spend over the next year, you’ve got your work cut out for you to choose the right systems for the future.

If you’re in staffing, chances are you’re largely stuck in the past and bogged down in manual submissions, paper-based onboarding and documentation processes that require recruiters to spend more time on paperwork than on building the meaningful relationships required for staffing success.

When assessing which talent management vendor is right for your staffing firm, it’s easy to get caught up in specious functionalities and pointless feature sets designed to create market demand (think: video interviewing), rather than solve market challenges. The good news is that for staffing, as Zeppelin and Camus famously stated, the more things change, the more they remain the same, and the right system simplifies and streamlines staffing processes instead of adding unnecessary complexity and improves the recruiter and candidate experience alike.

That means when it comes to systems, you’ve got to keep them integrated. In fact, 40 percent of HR technology buyers said they’d be willing to sacrifice added functionality for a single sign-on. Further, a survey of talent leaders revealed their biggest technology challenge was integrating and optimizing disparate systems and solutions.

That challenge, however, represents a significant opportunity for staffing firms to implement integrated talent management technology that will transform the most critical task for every organization’s bottom line: recruiting and retaining top talent.

Part 7: Staffing Technology Selection for DummiesIf you’re like the average recruiter, chances are you’ve got about a dozen different system sign-ons for diffuse point solutions which only focus on a single aspect of the hiring process. Each of these platforms means mastering multiple user interfaces, managing multiple vendors, and adding unnecessary complexity to an already complicated hiring process.

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Finding a single, simple, SaaS solution for staffing has the ability to improve that experience by creating a more efficient, effective hiring process that results in the best possible experience for candidates and recruiters alike.

A best-in-breed system not only standardizes and streamlines staffing processes, but also creates visibility of process for clients and candidates, while moving formerly paper-based, highly manual processes completely to the Cloud.

While this white paper has looked at the evolution of staffing software and traced its history from stone slabs to SaaS, here are some things to consider when selecting the integrated talent management system to properly position your recruiting function for future success.

Designed For Your Needs: Tier One ERPs, are more or less traditional enterprise systems with point solutions and integrations simply slapped together, resulting in massive inefficiencies and minimum flexibility.

This piecemeal approach puts the onus on end users and internal IT departments to design their hiring process to fit their system, instead of a platform, like TalentWise, that’s fully configurable for the unique needs of end users and their hiring needs.

True multi-tenant SaaS solutions like TalentWise require minimal time and resources for implementation, meaning minimal headaches and maximum ROI on your recruiting technology investment.

SaaS systems like TalentWise also consistently evolve to meet changing recruiting and business requirements through regular product updates delivered seamlessly through the Cloud, so that your systems always stay up to date and ensure your organization stays on the cutting edge of staffing—and a step ahead of the competition.

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The Full Cycle: Unlike point solutions that only support a single part of your staffing process, an integrated talent management solution like TalentWise will serve all your hiring needs, from screening to selection to offer management and onboarding, within a unified platform and interface that’s completely automated and completely compliant.

By providing a single, simple solution for all staffing needs, a platform like TalentWise creates a unified user experience while allowing companies to end their integration nightmares and middleware malaise with one user interface, one vendor, one support team and ultimately, one great experience.

Built to Last: With the explosion of startup staffing solutions and an exponentially expanding vendor marketplace, it’s essential to select a staffing technology partner that, like your workforce, is built for the long haul and for the future of recruiting. This means choosing a platform, like TalentWise, that recruiters and candidates can access in real time, all the time, from any device, anywhere in the world.

TalentWise not only offers an intuitive, consumer-grade Web-based interface across all browsers, but also works with mobile devices to reach talent anywhere in the world of work.

While acting as a system of record, TalentWise also serves as a system of engagement, building fully branded candidate portals with video and social media capabilities to keep candidates and new hires engaged throughout the hiring process, from screening to onboarding and everything in between.

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If you’re still stuck in the staffing stone age, pushing paper forms and relying on manual processes for screening, onboarding and managing candidates and new talent, choosing a system like TalentWise takes away much of the paper and the pain that no longer need to be occupational hazards for recruitment and talent practitioners. The history of staffing technology is still being written, but with a system like TalentWise, the future is now.

And it looks pretty cool.

ABOUT THE AUTHOR: MATT CHARNEY

If you’re seeking snark, we strongly suggest you call our main man Matt. As our Editor, Matt is our eyes, ears and voice on all the trends in HR and recruiting. He specializes in creating smart, compelling content. And Matt has walked the walked. He has worked with some of the world’s biggest brands including Disney and Warner Brothers as both a recruiting and marketing leader. Now we’re lucky enough to call him one of our own as he works with the top content creators in this industry to create the community recruiters can call home.

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All have a shared interest in finding, attracting, and engaging the best talent possible as effectively as possible – most of our content focuses on what happens before the hire or when the placement is made.

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INDUSTRY SOLUTION STAFFING

O F F E R

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O N B O A R D

With TalentWise’s cloud-based platform, staffi ng professionals can manage all background screening and hiring tasks, anytime, anywhere with an Internet connection. TalentWise makes it possible for staffi ng professionals to get back to what they do best – fi nding the best talent and putting them to work in record time.

TALENTWISE HIRE™ BENEFITS• Fastest turnaround on background and

drug screening

• The industry leader in integrations with leading staffi ng software such as Bond and Bullhorn

• Full customizable packages: only order the screening your clients need

• Single platform, single vendor, single invoice reduces administrative burden

• Save time and money with additional onboarding features, including I-9 and W-4

• Regulatory compliance built in to platformensures peace of mind

GET BETTER TALENT FASTERWITH TALENTWISEThe Hiring Software Solution for Staffi ng Professionals

Today’s busy staffi ng professionals don’t have time to waste on ineffi cient background screening and hiring processes. They need results. With TalentWise, staffi ng agencies can manage applications, off er letters, screening and onboarding (including I-9s, W-4s, federal and state tax forms, custom corporate forms, and client-specifi c forms) from a single dashboard. Because TalentWise has the most complete out-of-the-box integrations with staffi ng and recruiting tracking software, we off er the most streamlined workfl ow experience.

One dashboard manages all hiring activities, from off er letters to background screening to onboarding forms

© 2003 -2014 TALENTWISE, INC. 1.877.893.1665 / SALES@TALENTWISE.COM / TALENTWISE.COM

INDUSTRY SOLUTION STAFFING

ABOUT TALENTWISETalentWise is a technology company that’s transforming the most important job in any organization – hiring new employees. TalentWise has built a single, cloud-based online platform that automates the hiring process from offer letter to screening and onboarding, and ensures the very latest in regulatory compliance is built-in. The result is an efficient and seamless experience for HR and new hires alike. TalentWise has been consistently recognized for its superior customer service, making Workforce Management’s “Hot List” for the last six years, and has been ranked by HRO Today in the “Baker’s Dozen” in the categories of “Overall” and for “Quality of Service” for the last seven years.

WHAT STAFFING PROFESSIONALS SAY ABOUT TALENTWISE:

VITALSOURCE STAFFING, STAFFING FIRM

“ We love TalentWise. We recently switched from a different vendor and have been much happier with TalentWise mainly due to the response/customer service we receive from TalentWise. It wasn’t uncommon for our past vendor to completely ignore our questions or requests for customer service issues. We’d have to hound them to get an answer. TalentWise is on the ball. ”

– Jason Radach, SPHR, President and Owner

24 SEVEN, INC., RECRUITING FIRM

“Because of the ability TalentWise has to integrate with our ATS system, they have also been able to provide us with better turnaround time and a better workflow for our employees. From their state of the art Client Portal system to their helpful, knowledgeable, friendly staff, our experience with TalentWise confirms to us that we’ve partnered with true leaders.”

– Rachel Mayse, Senior Strategic Operations Manager

PRESTIGE STAFFING, STAFFING FIRM

“ TalentWise has been able to seamlessly integrate with both of the Applicant Tracking Systems we have used over the last 3 years, at no additional cost to us. This integration results in invaluable time savings as we can screen applicants directly from our ATS as well as reference historical reports. The ability to send electronic consent forms to our applicants is a huge time saver for us as well as our applicants. ”

–Doug Breunig, Systems Manager

DEBBIE’S STAFFING

“ With TalentWise, we were able to eliminate most of our manual processes around background screening, allowing our recruiters for focus on what’s important…quickly getting the candidates to work.”

– Angel Lane, SPHR, CPC, CTS, Vice President of Human Resources

GRANITE SOLUTIONS GROUPE, FINANCIAL SERVICES AND IT RECRUITMENT FIRM

“ With TalentWise, time has definitely compressed between time of offer to time of start. We can send an offer letter out and have them ready to start the next day. ”

– Dan L’Abbe, CEO