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Due to the widespread outbreak of the coronavirus COVID-19 many people around the world are insecure about their own health and that of their loved ones, as well as about their jobs. That is why it’s more important than ever for employers to create a working environment in which people feel safe and cared for. Being a good employer is a cornerstone of RGF Staffing’s strategy and day-to-day business, so we were proud to learn that four of our companies in Belgium have been recognized as a ‘Great Place to Work’.

Start People Best Employer in Belgium

Start People Belgium Best Place To Work 2020Four of our organizations in Belgium were recognized as ‘Great Place To Work 2019’ by Europe’s Best Place to Work® Institute. In the category ‘Companies with more than 500 employees’ Start People finished first, after
5 consecutive top-10 rankings. Ann Martens, General Manager Start People Belgium: “I’m extremely proud and honored that our employees voted Start People as the number
1 Best Workplace in Belgium!"

"Our permanent focus on transparent communication has certainly paid off. We encourage all our employees to express themselves in any way possible. We also involve them in important decisions. The combination of our hands on result driven mentality and the celebration of large and small company successes is our secret to a great company culture.” 

Bright Plus awarded for the eighth time 

Bright Plus Belgium Grate Place To Work 2020

Bright Plus was named one of the best workplaces in Belgium by the Great Place to Work Institute ending up in fifth place. This honor has now been awarded to them eight times. Linda Cappelle, General Manager
Bright Plus: “We’re honored to have received this recognition for the eight time because especially in times like these, it is important
to take care of one another and to be there
for our employees. In that lies the strength of Bright Plus: our employees make all the difference. They are the ‘Plus’ in Bright Plus. We empower them and give them the opportunity to shape their own future. By encouraging each and every one of them to show initiative and intrapreneurship, we enable all our colleagues to contribute to a better working environment.”

Unique Belgium and Solvus

Unique Belgium renewed their Great Place To Work certificate for the 3rd year in a row. Solvus is certified for the fourth time. Katty Scheerlinck, Country Director USG People Belgium: “We are very excited and proud that all four of our companies in Belgium have been recognized as a Great Place to Work. Every day, our colleagues and management teams invest in an inspiring workplace, where people are encouraged to create their opportunities for development. In these tough times, connectivity is even more important for all our people. Obviously we fully comply with privacy regulations, but within those boundaries we’re doing everything we can to stay in touch and cultivate strong connections with our employees, clients and candidates.”

Rob Zandbergen, CEO RGF Staffing: “Especially in these difficult times it is more important than ever to be a great place to work and to take care of each other. I would like to thank all our employees for their dedication and hard work and for the wonderful recognition they have given us as an employer.”

How the list is compiled

The list of best employers is compiled annually by the Great Place To Work® Institute based on an in-depth analysis of the corporate culture and the level of trust between employer and employees. Two-thirds of the overall score is determined by the staff while one-third is based on a detailed analysis of the HR policy and corporate culture by the Great Place To Work® Institute.

Published in Newsroom
Mental Health Month is coming up in Australia. Throughout the country there are numerous initiatives in October to raise awareness on social, psychological, and emotional wellbeing. At Recruit Global Staffing the wellbeing of our people is one of our top priorities, because our (temp) employees are our biggest asset. For them to perform as best as they can and feel happy at their job, it’s vital that their leaders support mental health at their workplaces. One of our leaders, Peter Acheson CEO of the Chandler Macleod Group (consisting of our Asia Pacific brands Chandler Macleod, Peoplebank group, AHS Hospitality, Vivir, OCG Consulting and Aurion) sat down with two of his Senior Chandler Macleod People Insights team members, to find out just how leaders can ensure that their organization is mentally healthy.
Acheson: “As leaders we are so caught up in the mechanics of keeping workplaces running effectively and profitably that we can forget the ultimate importance of focussing much of our efforts on keeping our employees safe, healthy and empowered. I was very interested to read that only 5 in 10 employees (56%) believe their most senior leader values mental health (Beyond Blue & Headsup.org.au, 2014) and that between 13%-17% of depression cases can be attributed to career strain.
 
Recently I spoke with Anna McNaughton, our General Manager of Career and Change in CMPI, and Narelle Dickinson, our Senior Consultant Psychologist.
 
Here is what we talked about…
 

What do you consider to be the most important mental health habits for the workplace?

Anna: "The little things that an organisation can do can help make a big difference to its workforce. People need clarity around their role and expectations – they need to know they are doing their roles and get positive and constructive feedback to develop. They need good communication often from their managers. They need to feel like they can trust their manager."
 
Narelle: Ensure that staff know that there are no expectations for them to be working long hours by establishing a workplace culture that promotes people taking an actual break for lunch. Preferably sitting down away from their desk or even outside. That same culture will help to encourage them to take regular breaks, engage with their teams and move enough to maintain physical health.
 
Also providing a physical environment that helps staff feel valued and appreciated. Access to clean, professional bathroom facilities, and a comfortable pleasant spot to go to have their lunch, maybe even provide access to the sorts of things that promote healthy eating – fresh cold water, a fruit basket, tea, coffee and milk in the fridge – it is amazing how many workplaces refuse to provide milk for their staff coffees – such a tiny outlay, but it goes such a long way to make the individual worker feel that their employer cares about them, and helps them feel like they want to come to work.
 

Why is it important for leaders to demonstrate these habits?

Anna: Leaders need to be authentic with their teams and be modelling proactive positive behaviours. Modelling healthy behaviours is such a critical role for a leader. People need to know they can trust their manager, as that will lead to more engaged and happier staff and likely more discretionary effort.
 
Narelle: Totally agree, for example, if a manager works 18 hours days and send emails to their staff with a 2am time-stamp, they are communicating the message that this is what counts as ‘working hard’. If, however, leaders take the time to model reasonable working hours, head out to the gym either at lunch or after work, step away from their desk to talk to staff instead of sending an email – then they are sending a clear message of the culture of the workplace. 
 
Whatever message the leader sends will trickle down pretty quickly, so it is so important to be sending the right one. Leaders need to stay healthy too and it is vitally important for their own families that they don’t come home stressed, exhausted and irritable because that’s not the best version of themselves.
 

What can leaders/managers do if they are concerned about their team?

Anna: Simple, just be human! Check in with them – but of course do it sensitively and discreetly. We often don’t know what is happening in another person’s life and the “face” they bring to work might not reflect what they are dealing with at home. Ask someone if they are ok and let them know that you are there. Remind them of the supports available
 
Narelle: Take staff aside and respectively check in. The script is easy… “Hey, you don’t seem yourself at the moment. Is there anything that you need right now?” might be enough to open the door. Obviously, not every person will accept your invitation to talk, but it can make a huge difference just to know that someone cares enough to notice. Importantly, that might be the prompt for someone to realise that they aren’t ok – they may not accept help from you, but they might seek it from someone else. I think that’s an important point – you might never know that you made a difference to someone… but you will certainly find out in the worst possible way if someone isn’t ok and no one does anything for them.
 

Are there any ‘red flags’ leaders should be watching out for?

Anna: For sure. If you notice your staff are taking more time off than normal, it might be more about their mental health than their physical wellbeing. If they seem a bit more “flat” or irritable and snappy. If you notice that seem to have “lost their mojo”, that they just don’t have the same “get up and go” and confidence at work that you expect from them, or you realise that they are doubting and “second guessing” themselves and their work. All of these are signs that something might be not quite right for them.
 
Narelle: Look, really it would be so much better to check in and find out that everything IS ok, than not responding at all, so we don’t want to wait until someone is sobbing in the corner before we respond. I was speaking to a colleague the other day about this, and he told me that personal matters shouldn’t impact how we are at work – it should “stay at the door”, but I couldn’t disagree more. It is ridiculous to think that we can be separate creatures at home and at work, and we need to realise that our workers are people first.
 
Anna: it’s also important to know your staff so you know what is uncommon for them. It’s easy to see your more extraverted staff go quiet but more reserved staff are likely to fall under the radar unless you really take the time to check in.
 
Make sure you build relationships with new and existing staff is key. Utilising personality Assessments such as Helix are invaluable in this respect as they give managers and leaders insights into their team personality and highlight areas where they might need to be more in tune. This can reallu build trust at all times but in particular when someone may be under pressure
 

Do you have any tips for what not to do or how to not respond to team members who are under stress?

Narelle: Well don’t send them to HR or the organisation’s EAP as your first step – that might come later, but first of all just let them see your human face and let them know you care.
 
The best piece of advice I ever heard from a psychologist is this… No-one will ever attempt suicide because you ask if they are feeling suicidal – you are not going to “put the thought into their head” if it isn’t already there. But they might see an alternative if you do check in on them. The single best thing we can do for someone who is distressed is notice and let them know we noticed.
 
Anna: Don’t be afraid to ask if they are ok. Don’t ask them in a public area of the office – allow them respect and discretion when you check in – how horrible if they suddenly burst into tears standing next to the photocopier when they were trying super hard to “hold it together”. Give them some privacy and speak gently and kindly. Using walk-talk meetings as an everyday occurrence can really help, so that if you say to someone let’s go get some fresh air, then it’s an activity that people are used to.
 
Narelle: And importantly, don’t make them feel like they have failed a test if when you ask “RUOK?” they tell you that they really aren’t. It takes a lot of courage for some people to admit that they are not ok, particularly with their boss. So, tell them how relieved you are that they have been honest with you and let them know you appreciate the fact they have trusted you. Then find out what you can do to help.
 
A big thank you to both Anna and Narelle for taking some time out to answer my questions. I think the key is that we, as leaders, should not be seeing mental health as a once a year event on R U OK day, although this is a fantastic initiative which serves as a yearly reminder to get back on track. Create a culture of wellness, resilience and self-care within your organisation by starting with your own behaviours. These strategies aren’t just good for the individual’s mental health, in the long run they are also better for the organisation – because happy healthy people are more productive, have lower absentee rates, and are more likely to stay with the organisation for longer.
 
To learn more about Chandler Macleod, please visit www.chandlermacleod.com.
 
Published in Newsroom
At Recruit Global Staffing, job satisfaction and a good private work balance are of paramount importance. We support a long, happy and healthy work life for our (temporary) employees and contribute to the sustainable employability of our workforce.

Learn more about our sustainability program.

What is sustainable employability?

The simple definition: creating the right conditions for employees to have a long, healthy and happy career. By ensuring someone enjoys working, is healthy and motivated, he or she remains employable for a long time. And that in turn contributes to the achievement of goals of the organisation.

Walter Gietman, training manager at our Dutch brand USG People, has been training flex workers for the temporary employment sector for some time now. He explains: “We’ve noticed that an employee who receives the right training, personal attention and care, usually stays with an organisation for three times longer.”

Major shift in mindset

The focus on sustainable employability requires a major shift in the mindset and strategy of organisations. “Sustainable employability of personnel is not only the way forward from a human perspective, but also from an organisational perspective”, says Gietman. The USG People manager calls it a classic win-win situation. “Personal attention, training and development are essential to connect employees and to keep them interested. Make sure that people (continue to) have sufficient pleasure and challenge in their work.”

The following 5 points illustrate how an employer or manager can embrace and enable sustainable employability:

1. Sustainable employability is here to stay

Looking to the future – an ageing population, flexibilisation of work, robotisation - it is clear that sustainable employability is not a temporary hype. Gietman emphasises that the focus on sustainable employability must therefore be embedded in an organisation’s, policy, strategy and DNA. 

2. Recognise talent in your own organisation

A common scenario: a company is looking for a new employee with specific skills and starts searching outside the company for new talent. It might well be a waste of resources, says Gietman. “There is often a lot of talent in the company who would like to have the opportunity to fulfil this new role and who have (or can develop) the right skills and competences. This means employers need to know what talent the organisation already has and how they can manage it effectively Gietman: “Make sure you keep a conversation going with your employees on how they see the future, what makes them really happy, and build on that by stimulating their talent.”

3. Keep talking, every day

Don't focus on periodical performance and evaluation interviews - although they are necessary - but be aware that you often learn more about people in a 'spontaneous' setting. If employees sense that every day is a good time for a conversation, you will get to know them better and be much more up to date with how they feel. And when you sit down for a formal discussion: put the employee in the driver’s seat. What do they want to contribute? How do they experience their work? The starting point is not the goals of the department or organisation, but the personal ambitions of the employee. 

4. Be aware of the ROI of sustainable employability

Motivated employees who like their job, who are good at it and are confident, rarely call in sick and usually stay at your company for a long time. The return on investment (ROI) that this generates is many times more than the time you 'spend' on formal and informal discussions. Research shows that the return of investment is three times the amount an organisation invests.

5. Keep the big picture in mind

Sustainable employability starts with looking at each individual, but be aware of the overall benefits. These include higher quality of production, improvement of work performance, a better working atmosphere, higher productivity and organizational efficiency, prevention of sick leave and accidents, lower health costs, a strong employer brand and and less staff turnover.

First aid for sustainable employability

Once you have embraced sustainable employability, how do you start as a manager? How do you give positive feedback? USG Restart, member of USG People The Netherlands, offers organisations first aid on this topic. Gietman adds: “'Training temporary workers is no longer sufficient, it starts with discovering talent. USG People offers organisations the opportunity to become acquainted with the USG talent scan, customised training courses and coaching of talent.”

Read the full article on usgpeople.nl (Dutch).   

Published in Newsroom
Four of our organisations in Belgium have been recognized as ‘Great Place To Work 2019’ by Europe’s Best Place to Work® Institute.

In the category Companies with fewer than 500 employees Secretary Plus finished third. Unique and Solvus were also certified in this category. Start People ended fifth in the category ‘companies with more than 500 employees’.

‘An extra boost'

Solvus, Unique, Start People and Secretary Plus are all part of USG People Belgium, subsidiary to Recruit Global Staffing. Katty Scheerlinck, Country director of USG People Belgium: “I’m very proud of my colleagues and our organisation. More importantly for me, this recognition is based on how our colleagues experience our initiatives to create a great workplace in practice. Our focal point is on being a place where management is trusted and employees are proud of what they do and enjoy being with their colleagues. Their appreciation provides an extra boost to continue along the chosen path.”

Our people are the key drivers

Rob Zandbergen, CEO of Recruit Global Staffing: “I’m very happy to see that our operating companies’ continuous efforts to be an attractive employer are effective and appreciated by our employees. After all, our people are the key drivers of our success.”

How the list is compiled

The list of best employers is compiled annually by the Great Place To Work® Institute based on an in-depth analysis of the corporate culture and the level of trust between employer and employees. Two-thirds of the overall score is determined by the staff while one-third is based on a detailed analysis of the HR policy and corporate culture by the Great Place To Work® Institute.

Published in Newsroom

Australia is in the middle of an important transition from fossil fuel-based energy systems to more renewable energy options. At its current rate, it is on track for a goal of 50% renewable electricity by 2025. The transition also creates job opportunities. As the workforce manager for a huge solar project in North West Victoria, Chandler Macleod Group is making sure that these opportunities benefit the local community.

Australia’s top solar spot

In 2018, Chandler Macleod Group (CMG) was appointed as the workforce management provider for a new 112 Megawatt Karadoc Solar Farm being constructed by Beon Energy Solutions. Remotely located in North West Victoria - Australia's top solar spot due to the state's highest solar exposure and average sunshine hours - the farm will generate enough power to supply 110,000 homes.

Prioritizing social value

Chandler Macleod Group was tasked with recruiting and employing a diverse and strictly local workforce of 300 people. Chandler Macleod Group partnered with six local community groups to ensure that the majority of the construction workers were locally sourced, and that people were from a variety of different backgrounds including female, indigenous and mature workers and the long-term unemployed.

Read the full story at Recruit Holdings. 

Recruit Global Staffing is subsidiary to Recruit Holdings. Read more on Sustainability at Recruit Holdings

 
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Economies are running at full speed, the number of vacancies continues to grow and employees have the luxury of choosing from several employers. Our brands Start People the Netherlands and Advantage Resourcing (US) have both published reports on the major trends in today’s rapidly changing labour market.

A huge challenge

The tight labour market is obviously a major theme in both trend papers. As Start People’s report states: "The labour market was already tight in 2018, and it’s expected this will not change in 2019. Every organisation looking for new employees will therefore face a major challenge.” Advantage Resourcing points to a study by Korn Ferry which estimates that the worldwide talent shortage will reach about 85 million people with needed skills by 2030. But what does this imply for organisations?

Advice

Although Start People the Netherlands and Advantage Resourcing are mainly active in their respective countries, their trend papers focus not only on the changes in the local labour markets, but on the global labour market as well. The brands not only register the upcoming changes, they also provide tips on how organisations can conquer today’s challenges.

Artificial Intelligence

Start People the Netherlands predicts the final breakthrough of artificial intelligence in recruitment and selection as one of the major trends for 2019. "Artificial intelligence can provide organisations with insights into regional labour markets, helps to optimise vacancy descriptions and can even predict a candidate’s learning agility.” But with the rise of artificial intelligence, the need for what Start People calls the ‘human touch’ in recruitment and selection is also growing.

Other trends according to Start People:

  • The need to build a strong employer brand and to invest in current employees as brand ambassadors
  • As two new generations enter the labour market (Millennials and Generation Swipe), organisations need to be more transparent and adapt to these generations’ requirements, ideas and values. 
  • Employees take more responsibility for their own career development.
  • Departments dissolve as more flexible team structures emerge.

Read Start People's full trend paper here (Dutch only).

Keep the people you already have

As employees take on more responsibility for their own career development, Advantage Resourcing emphasises the urgent need for organisations to act. Employers are advised to 'update their employee referral programme', 'manage their online reputation', and ‘be decisive on job offers'.

As their report states: "With a limited supply of talent, it's important to keep the people you already have. While many studies report that most employees leave their jobs for better-paying positions, a Work Institute report showed that career development opportunities, work-life balance, and poor management are consistently the real issues that spur employees to leave.”  

Other trends according to Advantage Resourcing:

  • The growing impact of online reviews
  • Candidates are increasingly turning down (or not responding to) job offers
  • Wages continue to rise
  • Job rotation is at an all-time high

Read the Advantage Resourcing study here.

Published in Newsroom
Advantage Resourcing Group, Inc and Staffmark announced that its CFO, Jennifer Prospero, has been named to Staffing Industry Analysts’ (SIA) “Global Power 150 Women in Staffing” list.

Years of experience

Prospero has 14 years of staffing industry experience and 23 years of finance and accounting experience. Since joining Staffmark in 2004, she has earned roles of increasing responsibility while simplifying processes, systems, and reporting. She recently played an integral role in the integration of two national staffing companies with multiple brands. Through this challenge, she has led the company to solid financial performance and growth.

Prospero credits her success to her team and believes in the power of employee engagement: “When we take care of our people, the results follow.”

'A testament to all that she has done'

“Our organization is committed to diversity and inclusion. Everyone – all genders, ages, religions, identities, and experiences – is welcome and appreciated for who they are and what they do,” said Geno Cutolo, CEO of Advantage Resourcing and Staffmark. “And Jennifer Prospero is certainly appreciated for her contributions and accomplishments. This award is a testament to all that she has done to elevate the staffing industry, integrate our companies, and support our financial growth.”

About the Global Power 150 Women in Staffing list

The Global Power 150 Women in Staffing list first launched in 2015.  SIA created the list to honor women who are making a difference: “Women account for 58 percent of the American workforce, according to the US Department of Labor, but they are significantly outnumbered when it comes to leadership positions at top companies. Our industry is not that different."

About Advantage Resourcing Group and Staffmark

Advantage Resourcing Group and its affiliated sister company Staffmark are proud members of Recruit Global Staffing. The Advantage Resourcing Group provides services that include contingent staffing, direct/permanent hire, on-site staffing management services, Recruitment Process Outsourcing (RPO) and Master Service Provider (MSP) in the U.S. and UK.

Staffmark is one of the largest staffing companies in the United States and has been providing outstanding service for over 40 years. The company operates over 280 locations, providing staffing solutions across a comprehensive range of disciplines.

Published in Newsroom

A healthy mind in a healthy body!

USG People Belgium not only makes sure that the employees are doing well, but takes care of others too. In October, employees of Start People, Unique, USG Professionals, Secretary Plus and Solvus embarked on a walk for charity, which will total 40,000 kilometres by the end of the year. A walk around the earth, basically!

Walking keeps you fit, but obviously that is not the only reason USG People Belgium is doing this. As a company we feel it’s important to make a meaningful contribution to society. The walking project is an excellent way to combine exercise with charity.

10,000 euros to Alzheimer's research

If we manage to reach the 40,000 kilometres together, USG People Belgium will donate 10,000 euros to 'Stichting Alzheimer Onderzoek' (Alzheimer’s Research Foundation) during the ‘Warmste Week Music for Life’, an annual fundraiser in Belgium. 

Alzheimer’s Research Foundation is the only foundation in Belgium that focuses specifically on funding scientific research into Alzheimer’s disease and other brain disorders.

Young dementia

In general, people think about dementia and Alzheimer’s as diseases that only affect the elderly. Recently, however, more attention has been paid to Alzheimer's among young people, with dementia occurring before the age of 65 and often as young as 50. The problems in this age bracket are often very different from those of the very elderly.

Young dementia attacks people in the prime of their lives. As they face loss of memory, as well as of the ability to plan, organize and assess, their professional and private lives are greatly affected.

As a company we feel it’s important to make a meaningful contribution to society
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