Staffing Firms and Their Candidates: Don’t Be That Firm!

blog communication illustration

As a staffing firm owner or operator, you realize you have two major clients, and they’re both essential to your company’s success: Your business clients and your contract or professional clients you strive to place in a suitable role.

This article focuses on the latter and equally important side, the professionals, workers and other individuals who connect with you to find a job, whether on a temp basis or to find that long-term or permanent assignment. It’s up to you to match their skills as best you can and help them navigate the ins and outs of the business world. It’s also the reason why many of us are in staffing: It really can make a difference in people’s lives.

So Here’s the Deal: Don’t Be That Firm

In some ways, you can compare the relationship with your candidates with a dating scenario. After the initial polite and enthusiastic email or phone interview, the staffing agency will sometimes disappear, leaving the candidate to wonder, “Was it something I said?’ or “Surely I deserve at least an explanation.”

All of us have looked for job opportunities before. If you can remember what that was like, if you can put yourself in your candidates’ shoes, you will be more empathetic to their situation. What was it like to send off a resume or CV and receive nothing back…or at most, a cursory auto- reply? It doesn’t feel good.

And technology has only exacerbated this problem when not used properly. Many candidates will send resumes and cover letters, and it can feel like launching them into outer space.


Here’s where you can differentiate your services. Follow up with your candidates. Let them know you’re there for them. Let them know of opportunities, and what sectors are hot right now. Help them with their resumes, their cover letters, their skill sets.

It makes sense to treat candidates with respect and advocacy, but you might be surprised to find how rare this is. Sincere contact and communication are great service differentiators.

You’ll have devoted candidates, and one job or position will likely evolve into another as they’ve had a good experience with your firm.

Before the Placement

Before the placement, it’s always good to have a one-on-one meeting between the candidate and an appropriate recruiter. After that, technology will help you follow up.

Technology, which can alienate the human connection, can actually help you with your worker relationships here. For example, at Madison, we’ve developed an applicant tracking system that allows you to leverage your connections with a set of great tools. You have automatic job matching to candidates; dashboard reporting; you can schedule follow-ups; and use location-based candidate search, which helps everyone feel connected and cared for. Technology does not have to preclude a personal touch.

Madison also offers the ability to text through the ATS for an added layer of communication that is preferred by some candidates.

After the Placement

Once you’ve placed an employee, the fun part begins. You can check in to how they are doing, see if there are any permanent possibilities, and check availability as the end of the service date nears. Again, technology makes this easier, as you can schedule follow-ups, and track your candidates and clients in real-time.

Proper management leads to greater profit. You’ve already vetted your candidate, she is a proven worker, and now you can build a career together. That’s the best kind of win-win.

Contact our expert team today. Madison Resources is happy to provide advice, back-office solutions, and payroll funding for staffing companies.

Sidebar: Facts About Your Employees

Courtesy of the American Staffing Association

–Most (76%) work full time, comparable to the overall workforce (82%).

–Half (49%) of staffing employees say it’s a way to get a permanent job.

–Nine out 10 said staffing work made them more employable.

–One-third (35%) were offered a permanent job by a client where they worked on an assignment, and two-thirds (66%) of those accepted the offers of permanent employment.