I have been here for about 6 weeks and so far it has been great. Acclivity got me this position pretty quick and got me in the door within days! The people here are awesome and professional. The steady and welcoming environment helps me get my work done easily
I am so thankful I was contacted by Acclivity about a position that they said I was qualified for and that they thought I would enjoy. The fact that they were the ones who contacted me first showed that they really know their clients and are looking for jobs
All of the people are wonderful to work with . The providers are very thorough and great with patients and employees. I look forward to working here for a long time.
Acclivity Healthcare placed me in a temp-hire POS. Melanie, Sera, and everyone in office was really friendly. Their office was easy to find for me, and I am new to the area. They found my app on indeed and got in contact with me. I would recommend to any
I want to share that my experience with Acclivity has been nothing more than positive, professional and smooth in all transitions from applicant to interviewing for position and starting job assignment.
This is my first experience working with a staffing agency. I must say it has been a great experience from the moment I got a call from Vanessa. The entire staff is very kind, professional and easy to talk too. I was able to get an interview quickly and
Since 1999, we've found and placed over 17,000 of the best healthcare professionals with over 300 leading healthcare employers nationwide!
This article was written by Catherine Iste, the CEO of Humint Advisors, and originally appeared on MultiBriefs.com.
Not every employee is a forever employee. Some hires are perfect for different times in the organization. The key is to hire the right employee for each business phase.
This two-part series will explain the difference between for now and forever employees and how to tailor the hiring process to capture the most appropriate candidates.
Organizations that are just starting out, going through a growth phase or undergoing a significant shift can benefit from hiring for now employees. In such cases, these are employees that are strong in a skill set that is critical to the success of the organization in the related phase.
For example, a new company would do well to hire a motivated, aggressive salesperson who is a self-starter needing little management. A company that is downsizing, going through a merger or acquisition would truly benefit from an HR specialist who has experience with such transitions. And a fast-moving startup is a great place for an eager generalist who can wear many hats, has a great personality and is willing to do what it takes to get the business going.
Employees who thrive in these roles are so valuable during critical times in the organization. Because of their high value, when the phase has passed, it is often difficult for the employee or the leader to recognize that their specialist skills are no longer needed. Plus, such phases can last for years, which can make it even more challenging to recognize the need to part ways.
For example, the aggressive salesperson who landed critical large accounts that built the business may be struggling with new company policies and procedures for tracking time and expenses, sales quotas or in-office time and meeting requirements. The HR person excellent at transitions may become bored because her work preparing for, managing and closing out the transition is done. And the eager generalist wearing 10 hats may now have the help she dreamed of yet she is not willing to let go of the unique and critical nature her role once had.
In such cases, it may be possible to help the key employee transition into a new type of role at the organization. Yet it will require a lot of communication about the change in the role, support and time for the development of new skills and perspective, and a clear set of goals with a timeline that must be actively managed. Not many organizations are willing or able to do this.
In addition, many organizations assume that great employees like these will figure it out on their own and transition through the phase with the organization. This assumption can set the employee and employer up for failure.
Thus, making a forever employee out of a for now employee is possible. However, it is critical to understand that this takes honesty, work and acknowledgement from both the employer and the employee. On the flip side, it is OK to acknowledge that some employees are specialists with a valuable skill set that the organization no longer needs, and it is best for everyone if there are supported and encouraged to continue to develop those skills even if it is with another organization.
In Part 2, we will review the characteristics of forever job and employee and how to hire each type.