Temp Staffing Solutions

Gig workers new rule is about worker classification, here's a proactive approach to work with your staffing agency for compliance: Understanding the Rule: Get the details of the new rule and your business. For example, worker classified as employee or an independent contractor. Review Existing Contracts: Are your contracts updated and aligned with the new rule's requirements? Worker Classification Assessment: Discuss with your staffing agency how they assess worker classification and their procedures in response to the new rule. Legal Compliance: Partner with your staffing agency & legal counsel to ensure legal compliance, risk mitigation, and potential litigation. Employee Relations: Consider how the rule changes may impact your relationship with workers provided by the agency and maintain open communication. Communication: Informed transparent communication with your staffing agency about updates and challenges. This approach aims to help businesses adapt to regulatory changes and work hand in hand with staffing agencies to navigate the impacts effectively. Rule take effect March 11, but don’t wait until then - get strategic now. #businessleadership #compliance #staffingagency #departmentoflabor

For the first time in six years, the Bureau of Labor Statistics has published data on flexible workers and the gig economy. A supplement to the Census's monthly survey in July 2023 focused on "Contingent and Alternative Employment Arrangements", and the first look at the results came out today. A whopping 10.2% of employed people are now in what the BLS calls "alternative work arrangements" for their sole or main job. These include 7.4% who are independent contractors, 1.7% who are on-call workers, 0.6% who work for temp agencies, and 0.5% who do contracted labor. In total, these are 16.5 million workers! Another 2.4 million were in these arrangements as their second jobs, making up more than a quarter of multiple jobholders. Together, these groups make up almost 12% of employed people. My guess is that the actual number is higher, as Pew Research Center has estimated in the past. Among the industries with the highest shares of workers in alternative work arrangements were real estate and rental/leasing (26%), management/administrative and waste services (23%), construction (22%), arts/entertainment and recreation (17%), transportation and warehousing (15%), and agriculture (15%). I this this is mostly manual labor, pretty different from the "temporary help services" category that is so closely followed by economists. That category has a lot of desk jobs as well. Of the four categories of "alternative work arrangements" listed above, only the on-call workers had weekly earnings similar to their peers in traditional work. On-call workers were also the most likely to have health insurance, at 78% versus 85% for traditional work. But for temporary help agency workers, this number was just 61%, of whom about 1 in 4 received it from an employer. The BLS will be releasing more data in the weeks to come. For now you can find the summary and tables via the link in the comments. I was one of the commenters on the original version of the survey, and I'm eager to see how much they took on board! #labormarket #flexiblework #business

The architecture of India’s labour welfare systems—be it EPFO, ESIC, or state welfare boards—has historically been rooted in traditional employer-employee contracts. Gig work breaks away from this paradigm. 𝐈𝐭 𝐢𝐬 𝐭𝐫𝐚𝐧𝐬𝐚𝐜𝐭𝐢𝐨𝐧𝐚𝐥, 𝐨𝐧-𝐝𝐞𝐦𝐚𝐧𝐝, 𝐚𝐧𝐝 𝐟𝐫𝐚𝐠𝐦𝐞𝐧𝐭𝐞𝐝. In this context, attempting to retrofit old welfare mechanisms into a new economy is like using typewriters to manage a cloud-based enterprise. Today’s gig workers often operate across multiple platforms: Groceries in the morning, ecommerce deliveries in the afternoon, food deliveries at night. This flexibility is their strength—but for policymakers, it's a tracking nightmare. ➡️ Who is the employer? ➡️ Who contributes to their welfare corpus? ➡️ How do we avoid duplication of benefits? Without a consistent working hour framework or employer-employee relationship, moonlighting becomes both a lifeline and a logistical hurdle. Take the example of 𝐞-𝐒𝐡𝐫𝐚𝐦, which has now been extended to gig workers. Conceptually, it’s a powerful tool. It provides identity, a unique account number, and eligibility for government-backed schemes. But its reliance on self-declaration, coupled with the absence of real-time platform data, weakens its implementation. 𝐖𝐡𝐞𝐧 𝐚 𝐝𝐞𝐥𝐢𝐯𝐞𝐫𝐲 𝐩𝐚𝐫𝐭𝐧𝐞𝐫 𝐬𝐰𝐢𝐭𝐜𝐡𝐞𝐬 𝐩𝐥𝐚𝐭𝐟𝐨𝐫𝐦𝐬 𝐭𝐰𝐢𝐜𝐞 𝐢𝐧 𝐚 𝐰𝐞𝐞𝐤, 𝐰𝐨𝐫𝐤𝐬 𝐩𝐚𝐫𝐭-𝐭𝐢𝐦𝐞 𝐨𝐧 𝐛𝐨𝐭𝐡, 𝐨𝐫 𝐞𝐯𝐞𝐧 𝐞𝐱𝐢𝐭𝐬 𝐭𝐡𝐞 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞 𝐭𝐞𝐦𝐩𝐨𝐫𝐚𝐫𝐢𝐥𝐲, 𝐰𝐡𝐨 𝐮𝐩𝐝𝐚𝐭𝐞𝐬 𝐭𝐡𝐚𝐭? Who tracks their earnings to determine eligibility thresholds? And what happens when benefits from different platforms or schemes overlap or go unclaimed? Moreover, asking aggregators to take on the role of an employer may not be a viable solution either. They operate as marketplaces, not traditional companies with hierarchical employee structures. With urban demand rising, particularly in last-mile logistics, quick commerce, and hyperlocal services, gig workers are no longer peripheral—they are central to India’s consumption and service economy. They are not just “flexible hands” but 𝐜𝐫𝐢𝐭𝐢𝐜𝐚𝐥 𝐞𝐧𝐚𝐛𝐥𝐞𝐫𝐬 𝐨𝐟 𝐠𝐫𝐨𝐰𝐭𝐡 𝐢𝐧 𝐞-𝐜𝐨𝐦𝐦𝐞𝐫𝐜𝐞, 𝐦𝐨𝐛𝐢𝐥𝐢𝐭𝐲, 𝐡𝐨𝐦𝐞 𝐬𝐞𝐫𝐯𝐢𝐜𝐞𝐬, 𝐚𝐧𝐝 𝐞𝐯𝐞𝐧 𝐡𝐞𝐚𝐥𝐭𝐡𝐜𝐚𝐫𝐞 𝐝𝐞𝐥𝐢𝐯𝐞𝐫𝐲. Their protection is not a welfare issue alone—it is a question of economic stability and resilience. At the same time, we cannot dismiss the moonlighting debate. Regulating them through strict employer obligations or tax audits may push them back into informality altogether. What we need instead is a calibrated, incentive-led system that builds trust, rewards accurate disclosure, and formalizes the ecosystem. The real success of India’s gig economy will be measured by how well we protect those who keep it moving—on two-wheelers, at beauty salons, in kitchens, and on construction sites. #gigeconomy

Pronto and Snabbit finally came to my neighbourhood. And I didn’t think much of it… until I actually used them. One evening, my house help didn’t turn up. I came back from work, tired, slightly stressed, and opened the app almost instinctively. 10 minutes later, someone rang my doorbell. That moment stayed with me. Because we’re clearly entering the next phase of gig work and quick services- not just groceries in 10 minutes, but help in 10 minutes. Pre-party cleaning. Post-party packages. One-time help. Instant availability. Especially around Christmas and New Year, Pronto’s “party clean-up” packages were everywhere. And it made me pause. We talk a lot about what quick commerce has done to kirana stores. Zepto. Blinkit. Swiggy. Rightly so. But are we talking enough about what platforms like Urban Company, Snabbit, and Pronto could do to domestic work? What I noticed quietly was this: The house help who came over was telling other house helps about the app and how to enroll. Word of mouth. Worker to worker. On one hand, this feels like progress. - More organised work - Predictable demand - Less dependence on single households - Faster access to income On the other hand, there are questions we’re not asking loudly enough: - What happens to pricing power over time? - Who absorbs the platform risk? - Does “on-demand” slowly become “always available”? - What does job security look like when work becomes a tap away? Convenience is undeniable. I felt it, firsthand. But every time convenience scales this fast, it reshapes labour - quietly, structurally. I don’t have answers yet. Just a growing sense that this category deserves more nuanced conversation than this is amazing” or “this is exploitative.” Because it might be both. Curious - have you used any of these services yet? And what did you notice, beyond the convenience?

Staffing agencies: “Our client told us to” is not a Title VII defense. This morning, the EEOC announced that a staffing company will pay $155,000 because the staffing company did not refer female temporary workers to a client because the client requested “male-only” laborers. #staffing folks, complying with a customer’s sex-based request can itself violate Title VII. For HR teams that rely on temps (or for HR leaders inside staffing firms), this is a wake-up call. If a worksite manager makes a “send me only men” (or “only women”) request, both the worksite and the staffing partner can end up explaining that decision to the EEOC. Practical takeaways (and what I recommend auditing now): 🕵️ Train the requestors. Supervisors who call staffing vendors need to know: you can’t “spec” a protected class (sex, race, age, etc.) the way you spec a shift or a certification. 🕵️ Require a documented escalation path. If a vendor hears a discriminatory request, the correct answer is “pause and escalate,” not “fill the order.” 🕵️ Empower your staffing folks: Make sure they can refuse the request without internal penalty. 🕵️ Use job-related criteria only. If the concern is truly physical demands or safety, define the essential functions and qualification standards (lift, PPE, certifications, ability to work in heat/cold), then apply them neutrally. 🕵️ Spot-check referral/dispatch patterns. If one site is receiving a lopsided demographic mix, treat it as a compliance signal worth investigating. 🕵️ Don’t forget retaliation. The underlying fact pattern often includes someone who raises a concern. Make sure your reporting channels and anti-retaliation practices are real in practice, not just on paper. #HR pros: do your staffing partners have authority (and backing) to say “no” when a manager makes a problematic request? Or does the business pressure push everyone to look the other way?

If your company works with staffing firms, your company may still be on the hook for violating anti-discrimination laws. Some companies work with staffing firms to fill temporary labor needs, like temporary or contract workers. In some cases, those companies can be considered an "employer" of the temporary or contract workers. This is called "joint employment." The EEOC has published guidance for staffing firms, and companies that use staffing firms, to avoid violating the Americans with Disabilities Act (ADA). A company that qualifies as an "employer" of a staffing firm worker may be liable for: -- discrimination against the staffing firm worker -- discrimination by the staffing firm against the worker, if it either participates in the discrimination or knew or should have known of the discrimination and failed to take corrective action. Even if the company doesn't qualify as an "employer" of a staffing firm worker, it may still be liable for discrimination if it interferes with the worker's ADA rights. If your company has questions about joint employment, consult with legal counsel. ---- 𝘐 𝘩𝘦𝘭𝘱 𝘐𝘯-𝘩𝘰𝘶𝘴𝘦 𝘊𝘰𝘶𝘯𝘴𝘦𝘭, 𝘔𝘢𝘯𝘢𝘨𝘦𝘳𝘴, 𝘢𝘯𝘥 𝘏𝘙 𝘴𝘰𝘭𝘷𝘦 𝘸𝘰𝘳𝘬𝘱𝘭𝘢𝘤𝘦 𝘱𝘳𝘰𝘣𝘭𝘦𝘮𝘴. 𝘐𝘧 𝘺𝘰𝘶 𝘭𝘪𝘬𝘦𝘥 𝘵𝘩𝘪𝘴, 𝘍𝘰𝘭𝘭𝘰𝘸 𝘢𝘯𝘥 𝘤𝘭𝘪𝘤𝘬 𝘵𝘩𝘦 🔗 𝘰𝘯 𝘮𝘺 𝘱𝘳𝘰𝘧𝘪𝘭𝘦 𝘵𝘰 𝘨𝘦𝘵 𝘧𝘳𝘦𝘦 𝘳𝘦𝘴𝘰𝘶𝘳𝘤𝘦𝘴.

Big change coming to hospital accreditation — starting Jan 1, 2026. The #JointCommission has moved staffing into its new National Performance Goals (NPGs). Under NPG 12, hospitals must be “staffed to meet the needs of the patients they serve” and ensure staff competency — elevating staffing from an operational challenge to a measurable accreditation expectation. What This Means for Clients (Hospitals & Healthcare Facilities) Staffing shortages can now impact accreditation status- Understaffing may trigger findings during surveys, increasing pressure on hospitals to maintain safe staffing levels year-round. Leaders will face stronger governance and reporting expectations- Boards and executives must demonstrate oversight of staffing adequacy and competency. Hiring will need to be faster and more proactive- Backfilling positions late or relying on minimal coverage will not meet compliance thresholds. Partnership with staffing vendors becomes strategic, not optional - Facilities will depend more on agencies that can deliver ready-to-work, credentialed talent quickly. Budget allocations may shift toward ensuring safe staffing ratios. What This Means for Staffing Agencies & Recruiters Expect faster client feedback, more urgent job releases, and a higher demand for travel, per diem, and contract staff. Agencies that maintain clean compliance, quick submissions, and verified credentials will become preferred partners. Fully credentialed, ready-to-start candidates will move to the front of the compliance and interview line. Submissions must be accurate, complete, and delivered quickly to meet client expectations tied to accreditation. For recruiters and delivery teams: focus on quality + speed + compliance — clean submissions, verified credentials, and rapid turnaround will win interviews and placements — Rashad Shakeel (Manager — HR & Compliance, Healthcare Staffing) #HealthcareStaffing #JointCommission #PatientSafety #Nursing #HealthcareCompliance #Rangtech #ranghealthcare

In Luxembourg, many people may not realize that an interim (temporary staffing) agency must lodge a financial deposit with the Inspection du Travail et des Mines (ITM) before it can operate. This requirement underscores that interim staffing is not merely about recruitment; it involves payroll liability. The financial deposit serves several important purposes: - Protects workers’ salaries: If an agency goes bankrupt or fails to pay wages, this guarantee acts as a safety net. - Covers social security obligations: Authorities have a recovery mechanism if contributions are not paid properly. - Filters out under-capitalized operators: Given the cash flow risk associated with interim work, the deposit ensures that only financially solid agencies can enter the market. - Reduces systemic risk: Without this safeguard, both workers and user companies could be exposed if an agency collapses. In Luxembourg, interim staffing operates within a regulated financial and legal framework, rather than being just a hiring shortcut. If an agency cannot demonstrate ministerial authorization, ITM registration, and a financial guarantee, that should raise a red flag.

Many companies assume that using a staffing agency fully removes them from HR responsibility. That’s not the case. Even when workers are placed through an agency, as the host employer, you still carry significant risk and responsibility in how those employees are managed day-to-day. If a temporary employee is working at your site, under your supervision, you can still be held liable for issues such as: Wrongful termination Discrimination and harassment claims Sexual harassment and hostile work environment Wage and hour violations tied to scheduling, breaks, or timekeeping practices Workplace safety violations (OSHA) Retaliation claims Why? Because you control the work environment. That means: How supervisors treat employees matters How discipline is handled matters How complaints are addressed (or ignored) matters Whether policies are followed consistently matters A staffing agency is a partner — not a shield. The strongest outcomes happen when both sides are aligned: Clear communication on employee issues Proper documentation and escalation Consistent enforcement of policies Immediate response to complaints or incidents At ASC Staffing Group, we work closely with our clients to help navigate these situations the right way — before they turn into costly problems. If you’re using temporary labor, make sure you’re also protecting your business. Let’s talk!

They say inspiration strikes in the most unusual places—for me that would be the taxi line leaving the airport on a recent trip. One look at the queue and I knew I was better off taking Uber. Don’t worry—that’s not the great idea. But it is the inspiration. ⚡ 15 years ago, Uber capitalized on the need for on-demand transportation and created a new model that served customers better than traditional taxi companies. Right now, retailers have a similar challenge: The talent pool and workforce strategy are not matching up with market needs. What if retailers borrowed a page from Uber and used the principles of the gig economy to tackle their own staffing challenges? Why it makes sense: · Labor costs are expected to continue to rise in the next few years 📈 · Talent shortages and high turnover continue to plague retailers 🚨 · Shift planning often relies on outdated tools that need an upgrade🔧 · Retail work is becoming more complex, making placement and training even tougher 🤹♂️ · Dynamic staffing can help address peak shopping periods as well as spontaneous issues⚡ These factors have created a perfect storm for retailers. Rather than trying to ride it out, we need to get ahead of this issue. 💡 My solution: Embrace the gig economy to unlock a flexible and scalable retail workforce. How would it work? It’s a complex concept, but retailers have a functional blueprint to reference courtesy of leaders like Uber and DoorDash. Retailers could: · Model recruitment, screening, and onboarding after customer-facing gig platforms 🚀 · Assess applicants’ skills to match them with existing roles or determine training opportunities 🧑🏫 · Create a marketplace for roles and shifts, matching opportunities to workers’ skills and preferences 🎯 · Develop a rewards system to recognize efficiency, strong reviews, or positive feedback 🏆 · Offer advancement paths, enabling top performers to take on higher-level roles or participate in training opportunities 📈 I realize the gig economy has its critics—and for good reason. But let’s remember that temporary and seasonal work has always been the norm in retail. This marketplace would never serve as a replacement for a dedicated workforce any more than a temp hire would. On the other hand, adopting gig economy practices could empower non-traditional workers. It offers flexibility for those without consistent availability to secure work on their own terms. And it fosters inclusivity by providing opportunities for individuals with varying abilities, skill levels, and resources, removing some of the barriers created by rigid hiring practices. With the right approach, I believe retailers can improve on the gig economy model, creating a system that benefits companies and workers alike. What about you? Do you think the gig economy is a viable workforce solution for retailers? What other outside-the-box ideas have you considered? Share your thoughts in the comments or send a DM—let’s connect to tackle this challenge.