2010 U.S. JOB FORECAST

The encouraging news regarding the economy may be easing hiring fears, as employers signal an increase in their plans to hire in the new year, according to CareerBuilder’s 2010 Job Forecast. While employers continue to closely monitor the progress of recovery for the US economy, they are beginning to consider hiring strategies designed to preserve the health and growth of their businesses for the future. Career Builder surveyed more than 2,700 hiring managers and human resource professionals nations wide across industries.

“ There have been many signs over the past few months that point to the healing of the US economy, especially the continued decrease in the number of jobs lost per month, a trend that will hopefully carry over into the new year,” said Matt Ferguson, CEO of CareerBuilder. “Although 20 percent of employers plan to add headcount in 2010, up from 14 percent last year, still remains cautious in regards to their hiring, we are headed in the right direction but should not expect to see actual job growth until at least Q2 201

HIRING IN 2010

FULL TIME
Twenty percent of employers plan to increase their number of full-time permanent employees in 2010, up from 14 percent in 2009. Nine percent say they plan to decrease headcount in 2010, down sharply from 16 percent in 2009. Sixty-one percent don’t plan to change staff levels, while 10 percent say they are unsure.

PART TIME
Eleven percent of employers plan say they pal to add part-time employers in 2010, up slightly from 9 percent in 2009. Eight percent say they plan to decrease their part-time help in 2010, down from 14 percent in 2009. Sixty-nine percent plan no change in headcount, while 13 percent are unsure.

HIRING BY REGION
Employers in the West are planning to increase their headcounts more in 2010 than the other regions of the country. Nearly one-quarter of employers (24 percent) in the West say they plan to add full-time workers in 2010, compared to 21 percent in the Northeast, 20 percent in the South and 16 percent in the Midwest.

While plans to decrease headcounts in 2010 are down sharply across all regions, employers in Northeast still plan to trim headcounts by 10 percent, followed by an 8 percent decrease in the South, West and Midwest.

Staffing for Recovery

Five ways to strengthen your business without increasing your costs

Running lean doesn’t mean having to forego opportunity. The key to controlling labor cost- without sacrificing resources- is flexible staffing.

At PrideStaff, we help organizations develop flexible staffing plans. By creating more strategic workforce models, we provide organizations with just-in-time access to talent- used only demand peaks. We can help your company enhance productivity, minimize payroll and benefits expenses, and still have access to the people and skills you need to take advantage of new opportunities.

Here are five ways PrideStaff can help you in prepare for the coming revovery:

1. Improve Efficiency in Key Areas.
Are your most talented and productive employees losing too much time to low value tasks? By supplementing your core staff with well-qualified temporary employees, your top performers will have more time to focus on their most critical job functions.

2. Capitalize on New Business Opportunities.
At your current staffing levels, do you have the capacity to increase output, pursue new markets, or implement growth initiatives? PrideStaff can show you how to create a flexible staffing plan that will give you on-demand access to people with the skill and experience you need to overcome capacity constraints- without increasing your overhead.

3. Create New Products and Services.
Are you looking to expand your product or service line? As your workforce partner, PrideStaff can recruit people with the experience and knowledge you need to ensure a successful launch. Whether you need people to fill a project or full-time role, we can source the talent you require for a fraction of the cost of hiring consultants or full-time employees.

4. Build a Stronger Bench.
Even if you don’t have immediate hiring needs, now is the time to plan for the future, PrideStaff can help you create a proactive recruiting strategy in advance of your hiring needs. Then, when you are ready to hire, you’ll already have a strong bench of talent that requires minimal training and ramp up time.

5. Gain Flexibility.
Is your business equipped to handle fluctuating demands? During the economic rebound we will undoubtedly see widely fluctuating peaks and valleys in our workloads. By taking more strategic approach to staffing PrideStaff will help you adjust your workforce levels to workflow- supplying support when demand is high, without the overhead when demand is lower.

Linked Las Vegas presents “Networking Demystified”

http://events.linkedin.com/Linked-Las-Vegas-presents-Networking/pub/123227

Linked Las Vegas is changing the perception of networking and taking it to new heights.

Come and join us for “Networking Demystified” Linked Las Vegas Fall Event. Our goal is to connect as many people as possible and to educate them on concepts such as elevator speech, speed networking, power schmoozing, paying it forward and much more!

This is a great way to build relationships and network with other Las Vegas LinkedIn users. We had over 180 attendees at our last event with news coverage by our very own Dave Courvoisier, Weekly Evening News Anchor at KLAS-TV (CBS) Las Vegas, NV. Once again we are expecting a great turn out, so this is an event you don’t want to miss.

Thursday, October 15, 2009
6:00pm-9:00pm
Gold Coast Hotel & Casino
4000 W Flamingo Rd
Las Vegas, NV 89103

There will be a cash bar and appetizers available.

Raffle for 2 pair of tickets for Larry G Jones - Singing Impressionist show!

MAJOR ANNOUNCEMENT Special Guest Speaker Loribeth Dalton! to speak on how to be a fearless networker.

Loribeth Dalton is a Career Coach, Job Search Expert and Social Media Consultant. Loribeth has spent over 15 years in the Talent Acquisition arena and understands who gets hired and why, who gets promoted and why, and when turnover happens...WHAT HAPPENED? She has applied this knowledge coupled with her training in Personality and Human Behavior to help individuals and companies find the perfect match.
Loribeth is an expert in helping individuals discover WHO they are, WHAT value they contribute, WHERE they fit and HOW to develop a unique personal brand and then take that brand to the market place.

Loribeth believes in the power of networking through social media & live connections. She has agreed to give a 15 minute training on how to utilize and develop an elevator speech, speed networking and power schmoozing techniques. We are extremely excited to have Loribeth as our guest speaker. This will be an event you don't want to miss!

Linked Las Vegas presents “Networking Demystified” gives you the opportunity to network, promote yourself or your business, and learn how to get more results from networking and the Linked Las Vegas group. There will be a SPECIAL BREAKOUT SESSION (THEMES: Meet new cool people, Under/Unemployed, Looking for customers & Work on my personal branding). REMEMBER WHEN YOU SIGNIN YOU GET TO PICK YOUR OWN FLAVOR (Hint Hint!)

Agenda:
6:00pm - 6:30pm Open Networking
6:30pm - 6:45pm Guest Speaker
6:45pm - 7:15pm Open Networking/SPECIAL SURPRISE!
7:15pm - 7:45pm Special Breakout Session
7:45pm - 8:30pm Open Networking
8:30pm – 9:00pm Raffle - Ticket giveaway

Admission:
$10.00 pre-paid via PayPal and RSVP'd via LinkedIn Events
$15.00 at the door

Pre-Pay/ Sponsorship

Individual Pre-Pay $10.00 Sponsorship $200.00

Sponsorship:
We are still looking for sponsors for the event.

Sponsorship of Linked Las Vegas presents “Networking Demystified” is a great opportunity to promote & market your business. Connect with business professionals from a variety of industries and reach out to potential new clients.


What do you receive as a sponsor?

• An email contact list of all event attendees within 48 hours after the event.
• Four admission tickets to the event.
• Opportunity to distribute information to all event attendees at the event.
• Your business name included in all marketing & promotion of the event. Including discussion posts, tweets, emails, and other forms of online promotion of the event.
• Opportunity to speak about your business in front of event attendees.
• Display your company's brochures & business cards on the attendee registration table.

Sponsorship Investment: $200


http://events.linkedin.com/Linked-Las-Vegas-presents-Networking/pub/123227


PRESENTED BY

PREPARE NOW FOR AN UPSWING IN THE ECONOMY

If you looked into a crystal ball…what would you see?

Consumer spending—up. Government spending—up. Inventories—low. Factory orders are surging. Money is cheap. The stock and housing market is booming. And talent is available. Sound too good to be true? Well it happened in 2002 right after the big dip in the economy following the last recession. And if history repeats itself, an upswing may be just around the corner.


WHEN IT HAPPENS,
WILL YOU BE READY?
Throughout the past century, businesses have had a habit of becoming too lean during a downturn. So when the economy picks back up, they have trouble getting back on track.
Want to ensure you're ready for growth? Then keep following the lessons you've learned during the last several months:


SPEND WISELY.
During a recession, businesses scrutinize every expense. Why stop when profits increase? While you shouldn't be pennywise and pound foolish, you should continue to treat every expense as an investment. If the investment won't yield improvement in your efficiency, cost structure, or ability to service customers, don't make it! Some of the smartest places to put your money in the coming months include:

• Technology enhancements to improve productivity
• Infrastructure development to increase capacity or operational flexibility
• Product developments to better satisfy customer needs
• Process improvement to increase efficiency
• Training and employee development
• Sales and marketing

Set a goal to become the lowest cost producer of the goods and services that best satisfy your customers' needs. In manufacturing, they call this lean thinking—eliminating all waste from production processes. The goal is not to become the cheapest—it's to become the most efficient producer at the level of quality your customers want. At the same time, focusing on process helps to drive improved consistency, which is one of the most important drivers of quality.


AVOID DEBT.
Leverage can be essential for capital projects, but avoid having too much of a good thing. Did you know that five of the last seven recessions were "double dip" recessions—two periods of decline with a brief rebound in the middle. Protect yourself by borrowing no more than you can comfortably repay in three to five years assuming zero to moderate revenue growth.


MANAGE KEY INDICATORS.
Profit is no excuse for poor performance. Key indicators are those metrics that predict future performance in your industry. Unlike financial statements, which are backward looking, key indicators allow you to forecast future results. While every business is different, key indicators to watch may include:

• New Orders — the pace of orders can show the direction your business is heading
• Inquiries — the volume of inquiries is a measure of future results as well as the effectiveness of sales and marketing activities
• Conversion Rate — a measure of the market and the productivity of your sales efforts
• Days to Pay — an indication of your clients' financial health
• Quick Ratio (A/R divided by A/P) — watch for trends to see how well you're managing cash
• Service Request / Customer Complaint Volume — an indicator of product and service quality


BE AGGRESSIVE ABOUT SALES AND MARKETING.
Want to know the dumbest statement ever made by a CEO — and this is an actual quote: "We're so busy right now that we don't want any more new customers." This comment was made by a CEO in 1999, and guess what, he got his wish—he went out of business shortly thereafter.

Every day your business is headed in one of two directions: up or down. It's obvious, but it needs to be said—you always need new customers. While advertising traditionally increases during good times, sales efforts often get less aggressive as more time gets spent servicing existing clients. Avoid the temptation to turn sales people into service reps, and instead, increase quotas as the economy improves and invest the revenue into developing your capacity for service.


DEEPEN CLIENT RELATIONSHIPS.
It's funny—and sad—how many businesses had to be reminded to focus on building client relationships during the recession. Strong client relationships are a critical asset in any economy. Don't wait for business to get better to go out and look for new ways to help your customers. Get out there and find out:

• What you do well and where you can improve
• The challenges your clients face and how you can help
• The new products and services your customers are going to need
• New contacts you can work with inside existing accounts
• New applications for your products and services at each customer site
• What you can do to win a 100% share of each customer's business


STAY POSITIVE.
No question, it's tough to stay positive and optimistic during a slowdown. But it's essential. Negativity spreads and can eat away at the core of your culture. Regardless of whether business goes up, down or sideways, find occasions to celebrate. Reward people for their results. Recognize them for their efforts. And constantly give them a reason to smile and feel good about the future. Optimism is contagious—it breeds excitement, a willingness to work hard, and it gives customers more desire to work with you.

THE SPAGHETTI MANAGEMENT SYNDROME

GOOD EMPLOYEES REQUIRE GOOD MANAGERS
by: Gregory P. Smith

When an employee quits, many times they don't quit the company—they quit their manager. I validated this fact in a survey which showed in 46% of the cases the main reason people quit their employer was because of their first-line supervisor; a painful statistic when you consider how difficult and expensive it is to find and train good people. To make matters worse, businesses are stupid to do nothing about it.

In my mind, it is an honor as well as an important responsibility to become a manager. When I use the word, "manager," I am not necessarily referring to a job title, but talking about the "role" of managing people.

A manager's job is not easy. The demands are difficult. Many bosses are doing the jobs of two or more people. Employees expect more; some are plain difficult to work with.

Many businesses do a poor job selecting and training managers. It goes without saying those that do a good job selecting and developing their managers will enjoy higher productivity and lower employee turnover. However, most often the employer is at fault for not giving them the tools, training, and support to succeed.


SPAGHETTI MANAGEMENT SYNDROME
Just because a person shows potential or has a degree does not mean they will be good at managing others. Many are skilled technicians, but unfortunately are clueless on the art and science of managing people.

Some businesses practice what I call "spaghetti management." They pick a bunch of people, promote them to managers, then throw them on a wall like spaghetti, and see what sticks. This is not the fault of the individual manager, but the employer's. Without training and support, most new managers will fail. This is one of the main reasons people today run like the plague to avoid becoming supervisors and managers.

Sure, some managers are tyrants and no amount of training is going to change them. But at least good businesses recognize their mistakes and provide additional training, or find the errant manager a job somewhere else.

Good businesses place people skills as a vital part of their performance management system. For example, Synovus Financial has been listed in the "Top 100 Best Places to Work" for several years. They have a commandment that says, "A manager's most important role is to serve, grow, and inspire his or her people—with no exception." This requirement had a positive impact on the bottom line. Not only did their employee turnover rate drop, but also their market capitalization grew from $2.2 billion to $8 billion in four years.


GOOD LEADERS SHOW THEY CARE
I went into the Army after college to learn how to be a good leader. My first boss was a great mentor and teacher. He was an experienced veteran and a former Special Forces medic in Vietnam. He was the type of person who always put the needs of others before his own interests.

As the lowest ranking member of my battalion, I had to pull duty on the worst day of the year—New Year's Eve. I worked all day and then I was up all night. You can imagine what mischief 500 soldiers can get in. Finally, Saturday morning arrived and I could not wait to go home. The phone rang; it was Joe, my boss. He wanted to know if I had made any plans for lunch. He and his wife had prepared something and he wanted to bring it over to me. Today, I don't remember what the food was, but it was a meal I will never forget.

That one small act of kindness crystallized in my mind what leadership was about—caring for those you lead. That act taught me more about leadership than all the degrees and diplomas hanging on my wall.

Here are a few suggestions to consider in your management development program:

• Establish key competencies your managers should possess and demonstrate.
• Have company executives share their expectations with your managers.
• Consider using a 360-degree evaluation on top management.
• Hold managers accountable and responsible for retention.
• Have HR train managers on reward and recognition.
• Provide the support and tools to help managers do their job well.
• Start measuring turnover and apply the cost to the bottom line.
• Conduct post exit interviews to discover the real reason employees quit.
• Complete an individual retention profile on every employee.
• Conduct an employee satisfaction survey at least once a year.

About the Author:
Greg Smith's cutting-edge keynotes, consulting, and training programs have helped businesses reduce turnover, increase sales, hire better people, and deliver better customer service. As President of Chart Your Course International he has designed and implemented professional development programs for hundreds of organizations globally. He is a former examiner for the Malcolm Baldrige National Quality Award, the nation's highest award for business excellence. He has authored eight informative books including 401 Proven Ways to Retain Your Best Employees. For more information, visit www.chartcourse.com or call (800) 821-2487 or (770) 860-9464.