Thought Leadership Blog

The HRS Thought Leadership Blog delivers validated findings, visionary perspectives and op/ed commentaries related to HR, Leadership, Organizational Development and Employment Law. To enjoy the full volume of available articles, please enter topic keywords in the search box to explore our body of work. Articles are regularly presented by the HRS team and guest experts.


Why HRS Exited Recruitment & Why We’ve (Somewhat) Returned

“Just When We Thought We Were Out... 
 ...They Pulled Us Back In!”            

HRS did not initially intend to assist employers with talent acquisition, but one of our forefront successes is absolutely talent optimization. When HRS opened its doors in 1983, employment agencies and temp services were coming on strong, but we didn’t initially enter the recruitment field.

Our core services have remained:

• Talent Optimization
• Employment Law Compliance
• HR Technology
• Professional “Think Tank”
• “One-Stop Shop” or A la Carte HR


Within our third year of operations, our clients nearly begged us to form a staffing division for long-term advancement-oriented and trainable talent. Recruiting was so cumbersome until HRS invented one of the first applicant tracking systems (ATS) in the 1980’s. Employment agencies were largely populated by sales professionals rather than HR professionals, literally “selling” people into jobs which were a poor fit and then pulling the hired candidates back out to “sell” them again. Temp services were claiming NOT to be in the “placement business” as they did not want their perma-temps hired away by clients. Our highly labor-intensive employer clients needed an expert resource to expedite the process and provide an indication of trainability and long-term goals before an expensive commitment on their end. We answered the call. Employers always deployed us to develop talent and HR practices, but recruitment was a client-demanded after-thought.


Once pulled into the game, our employer clients kept quickly direct-hiring our referred candidates, and our success became our downfall in the staffing industry. We kept succeeding ourselves right out of the revenue stream, because our referred/developed talent stuck and succeeded, and there was no profitable churn for HRS. We did NOT belong in the staffing industry, and the media dubbed us “The Anti-Temp Service” for far more reasons than our comprehensive service offerings. Capturing the opportunities of our rare successes, we continued to package a total HR business model, but others pretended to emulate us… and did so poorly… creating an uphill battle for credibility. While those less risk tolerant may have rolled their eyes at our educating a new demand category, we continued to grow by referral and reputation for results. Others initially took the path of lesser resistance, and some have since attempted to follow our path. 


Why We Exited the Recruitment Industry…
• Our clients are labor-intensive, committed to top-shelf HR initiatives and are dedicated to reducing turnover. Those who validly call upon staffing services often demand opposing outcomes. 
• In a downsizing economy where retention is challenged, our differentiation was minimized, creating some brand confusion.
• With co-employment relationships in staffing, we refused to promise our employer clients risk management through contract talent. In fact, we believed this false sense of security to be risk-elevating.
• While we arguably created the first Professional Employer Organization (PEO), an onslaught of poor-quality imposters swarmed in and threatened the program integrity. As PEOs are typically assigned to risk pools, or are at least risk-rated, benefits-buying leverage for PEOs became a myth debunked.
• HRS determined to focus upon core services with target employers. We want no confusion as to whom we are and what we do!
• Talent cannot succeed without the resources of proper training, leadership, compliance, technology, fiscal prudence, vision and talent management infrastructure.


The cessation of our contract staffing operations caused immediate backlash, but we do not regret our decision. While we have no plans to resume that prior offering, the best of our own acquired skills are currently addressing the skills gap and today’s employment challenges. We recently returned to the talent acquisition forefront with an entirely new approach, focusing on our core strengths.


Why and To What Extent We’ve Returned…
• Our employer clients were largely unable to find adequate alternate resources to assist with talent sourcing and selection; we were adamantly requested to return.
• The skills gap, growing economy and lowest unemployment rate in 17 years have strained employers’ own strengths.
• Talent optimization requires validated assessment and training at the beginning of the talent lifecycle and throughout its entirety. The right people need to be properly on board. The “soft skills” have become the “hard skills.”
• HRS recruitment design consulting and Veracity assessment division has actually grown in employer reach and case study.
• Throughout our history of precision job analysis and laser-focused talent development, HRS deeper-dive job knowledge is a rare find and essential to talent onboarding.
• Emerging “right-to-work” laws directly impact HR initiatives; including team needs, HR job descriptions, scope of authority, compliance changes and opportunities to leverage. Employers must newly work in NLRA compliance beyond bargaining agreement guidelines and affecting laws.
• Employers understand what worked in past for them will not work moving forward. Change and transformation are imminent! We facilitate the transition, so our clients can keep succeeding and/or improve their success as “employers of choice.”


Celebrating Our 35th Year!

As we dive into our 35th year of commitment to the community, HRS proudly boasts that we’ve never abandoned our core focus, yet we’ve consistently adapted our methodology and paved the way. Recognized as “The Pioneers of HR Management and Research” in Fortune magazine, we continue to grow at double-digit controlled growth each year with robust shareholder dedication. While HRS did entirely cease contract labor services and contingency recruitment in 2013, our talent optimization programs are stronger than ever! We proudly answer the call with HR operations as subject matter and efficiency experts. HRS offers custom turnkey setup as either long term third-party solution or expert project design. A true blend of specialist expertise and out-task offerings, whether our project lasts 3 months or 35+ years, it’s our measurable results that continue to feed our future of relevancy! 



Jessica Ollenburg - Monday, July 10, 2017