ERS specializes in human resource management and staffing. The company has built a solid reputation of reliability and exceptional service over its almost two decades in the HR industry. The company lends its expertise to its corporate clients for a seamless experience. ERS takes the headache out of managing a workforce by supplying, onboarding, training, managing payroll and mandatory witholding, easing client cashflow, and facilitating the employer-employee/contractor relationships. ERS goes the extra mile to assure success and an exceptional workforce onboarding experience.

ERS can work in lock-step with internal Human Resource departments and provide the extra bandwidth that is necessary for searching, screening, interviewing, checking references, and performing the many other activities are necessary for successfully filing a job opportunity. ERS has a pool of qualified workers who can be quickly made ready for their next assignment. Staffing, placements, and payroll are ERS's areas of expertise, having been in the industry for about two decades.

ERS helps client companies find and hire qualified talent for exempt and non-exempt, part-time and full-time, temporary and permanent, and contractor and staff employees for time-bound projects and for permanent positions. ERS also helps client companies find and hire exempt management and administrative personnel. ERS has extensive recruiting experience in IT, aerospace , manufacturing, and their verticals.

Temporary positions typically span a 6-month to a 18-month time period depending on project requirements. Employers determine duration.

Not all companies need permanent employees all of the time. If a company is project-based, temporary employees would be a good fit as the duration of their employment could be designed to parallel that of the specific projects in which they are involved. Temporary employment gives the employer a chance to try out the employee short-term before hiring the person for the long-term. However, temporary employees may not be as committed to the company and may have divided loyalties, if, for example, they work for another company simultaneously. If they are not meeting expectations, permanent employees are more difficult to terminate than temporary employees.

Hiring a temporary employee is geared toward a more specific job that has a finite end date. The temporary employee may have specific skill sets that can be applied to a specific job. Hiring a permanent employee takes into consideration the bigger picture of an organization and the contributions the permanent employee may make over time. The permanent employee may have transferable skills that can be applied across divisions.

A temporary employee may be an ERS employee who is assigned to the client employer. In this case, the temporary employee is on ERS' payroll and the client pays an agreed-upon rate for the temporary employee's services. Alternatively, a temporary employee may not be on ERS' payroll, in which case, the employer pays the employee's compensation and pays ERS a commission, however, if the client does not wish to pay payroll taxes, insurances, and other employee-related expenses, ERS may become the employer and assign the temporary employee to the client. Permanent employee compensation is paid by the client and a recruiting fee is paid to ERS.

ERS carries a comprehensive benefits package for its 300+ employees and ERS management. Benefits include training, medical, dental, 401(k), life insurance, vacation. The benefits are provided by major carriers in the United States. The benefits may be extended to family members. These benefits incentivize employee loyalty.

ERS typically charges a mark-up percentage or a bill rate that is dependent on pay rate ranges or job categories. The billing may be customized, say for example, if the client needs many staff members in the same job category. ERS fees for direct hires is a percentage of the first year's salary. Direct hires are recruited by ERS and employed by the client.

ERS diligently qualifies and evaluates individuals to assure their skillset and personalities are aligned with clients' needs before assigning them. In the rare occasions where a resource is not working out, ERS will do its best to resolve the issue and learn how to improve upon it. ERS will, then, assign another candidate with the client's input and consent.

Recruiting and staffing company revenue growth is dependent on the business sector or industry it is serving. During the COVID pandemic, restaurants, movie theaters, retail stores, hotels, travel, gyms, etc., and other businesses that depended on foot traffic and face-to-face transactions were negatively affected. The recruiting and staffing companies that served them were negatively impacted, as well. On the other hand, home improvement, home office, residential real estate, gardening, and computer companies experienced a boom during the same period as people sought to improve their working environments at home. The recruiting and staffing companies that served those industries experienced an expansion. Another trend that taken hold is increased collaboration and merging among recruiting and staffing agencies for cost efficiencies.

CDC Guidelines for workers returning to work during coronavirus pandemic: Refer to: https://www.cdc.gov/coronavirus/2019-ncov/community/guidance-business-response.html Updated as of December 31, 2020: • Expanded section on in-person or virtual health checks • Added a section on considerations for testing for SARS-CoV-2, the virus that causes COVID-19 • Addressed shortened quarantine options. Shortening quarantine may increase willingness to adhere to public health recommendations; however, shortened quarantine may be less effective in preventing transmission of COVID-19 than the currently recommended 14-day quarantine. • Clarified that all workers should wear masks (unless respirators or facemasks are required) in accordance with CDC and Occupational Safety and Health Administration (OSHA) guidance and any state or local requirements • Clarified that, in addition to preventing the wearer’s respiratory droplets from reaching others, masks might be protective to the wearer

OSHA Guidelines For Returning to Work: Refer to: https://www.osha.gov/sites/default/files/publications/OSHA4045.pdf This guidance is intended to supplement the U.S. Department of Labor and U.S. Department of Health and Human Services’ previously developed Guidance on Preparing Workplaces for COVID-19 and the White House’s Guidelines for Opening up America Again. It focuses on the need for employers to develop and implement strategies for basic hygiene (e.g., hand hygiene, cleaning and disinfection), social distancing, identification and isolation of sick employees, workplace controls and flexibilities, and employee training. This guidance is based on the application of traditional infection prevention and industrial hygiene practices to a phased approach for reopening, as the White House guidelines describe.

Guidance on Preparing Workplaces for COVID-19: Refer to: https://www.osha.gov/sites/default/files/publications/OSHA3990.pdf To reduce the impact of COVID-19 outbreak conditions on businesses, workers, customers, and the public, it is important for all employers to plan now for COVID-19. For employers who have already planned for influenza pandemics, planning for COVID-19 may involve updating plans to address the specific exposure risks, sources of exposure, routes of transmission, and other unique characteristics of SARS-CoV-2 (i.e., compared to pandemic influenza viruses). Employers who have not prepared for pandemic events should prepare themselves and their workers as far in advance as possible of potentially worsening outbreak conditions. Lack of continuity planning can result in a cascade of failures as employers attempt to address challenges of COVID-19 with insufficient resources and workers who might not be adequately trained for jobs they may have to perform under pandemic conditions.

"The Families First Coronavirus Response Act (FFCRA or Act) requires certain employers to provide their employees with paid sick leave or expanded family and medical leave for specified reasons related to COVID-19.[1] The Department of Labor’s (Department) Wage and Hour Division (WHD) administers and enforces the new law’s paid leave requirements. These provisions will apply from the effective date through December 31, 2020. Generally, the Act provides that covered employers must provide to all employees" [To read the complete article, use this URL:] https://www.dol.gov/agencies/whd/pandemic/ffcra-employer-paid-leave

The Families First Coronavirus Response Act (FFCRA or Act) requires certain employers to provide their employees with paid sick leave and expanded family and medical leave for specified reasons related to COVID-19. These provisions will apply from April 1, 2020 through December 31, 2020. [To download the poster, use this URL:] https://www.dol.gov/sites/dolgov/files/WHD/posters/FFCRA_Poster_WH1422_Non-Federal.pdf

The California requirement to provide Supplemental Paid Sick Leave (SPSL) for COVID-19 related reasons expired on December 31, 2020. If you have a claim for a violation of the law that occurred prior to December 31, 2020, your claim will be heard. More information on the SPSL expiration is available on the Labor Commissioner’s webpage. [To read the FAQs, use the following URL:] https://www.dir.ca.gov/dlse/FAQ-for-PSL.html

ERS is ready to answer your questions and provide you guidance on how to take advantage of their services to best address your workforce needs. Please call (424) 888-3771, email contact@ersstaffing.com, or complete the form on the Contact page.