If you’re an employer – or a staffing consultant – who’s considering placing a temp or contingent employee of any kind, there are a few simple “to-dos” that will make the experience run more smoothly – and rewardingly – for employer and employee alike!

Tip #1: Ask the existing team. They’ll have the best possible information on where and how temporary workers should fit in, and for how long.  And by doing this, you lead into the next tip…

Tip #2: Keep up a dialogue with existing workers about temp hires; employers need to make sure they know who’s being brought on, why, for how long, etc.  Even a secure staffer can be intimidated by the presence of a temp.

Tip #4: Lay it out clearly. Make sure the temp plainly knows what the job is, what the firm’s policies and rules are, and what you expect of them from the get-go.

Tip #4: Who’s in charge here? Be absolutely clear about who they’re reporting to, where their job occurs in a department or company’s org scheme, who they should ask for help or guidance, and so on.  Have their supervisor meet them and help walk them through their job from the minute they arrive at your door!

Tip #5: Ready, set, work! Don’t get caught unprepared on day one of a temp hire’s tenure – have their space, phone, computer, office supplies and everything they need to do their job ready and waiting for them, so they can hit the ground running – and you can get your money’s worth out of them ASAP.

Tip #6: Feedback matters, both to the temp and to the firm you may have used in acquiring that employee.  Look in on the temp regularly, talk about their performance, give them input.  And make sure the staffing company that brought him or her to you is apprised of how they’re doing, too.  If they’re competent and reputable, they want every ounce of feedback they can get from their clients!

Here’s a relevant survey by CareerBuilder.com that puts numbers to something that nearly anyone in recruitment and staffing has observed or themselves instituted: the practice of using the social networking aspects of the Web to evaluate potential hires.

What that means for those firms, for staffing consultants and for jobseekers is that there may very well be reasons not to hire an individual, reasons that have nothing to do with his or her resume or stated experience – and everything to do with what they post or reveal via the Internet.

Here are some of the reasons cited in the survey for not making a hire, based on what surveyed employers discovered by checking prospects’ profiles and posts on social media sites:

• Candidate posted provocative or inappropriate photographs or information – 53 percent
• Candidate posted content about them drinking or using drugs – 44 percent
• Candidate bad-mouthed their previous employer, co-workers or clients – 35 percent
• Candidate showed poor communication skills – 29 percent
• Candidate made discriminatory comments – 26 percent
• Candidate lied about qualifications – 24 percent
• Candidate shared confidential information from previous employer – 20 percent

What a prospect posts on Facebook, MySpace, LinkedIn or other sites is perfectly fair game for any staffing consultant or HR person who wants to make a comprehensive investigation of an applicant.

There’s also good advice here for jobseekers: the barrier between our “public” and “private” selves is pretty thin on the Web.  The offhand gripe about your last boss that you post today may very well come back to haunt you tomorrow.

Are employers and staffing firms properly positioned for an improvement in the job market? It can be a mixed blessing if you’re not prepared.

Just one of the complications is skills scarcity, as the most qualified and valuable prospective hires find their talents are in greater demand and go off the market. Whether you’re a staffing firm or an employer, you might find yourself really scrambling to fill positions with good, qualified people — if you haven’t been laying proper groundwork ahead of time.

There are a few simple questions any smart HR department or staffing firm should ask itself about its preparedness for a job market uptick of lasting duration:

1. Do we have a plan in place? Be certain you — and your team — have a strategy in hand to guide you in sourcing and recruiting the right prospects when the need arises. Remember, waiting until only the actual moment you need them most means you’ll have to make last-second choices – not advisable in any business situation.
2. Are we willing to scale up our staffing team? If there’s a sudden influx of job requisitions, possibly even a new slew of clients to handle if you’re a staffing firm, do you have the personnel on board it’ll take to maintain solid due diligence?
3. Are we willing to invest in staffing skills? You should always be looking to strengthen your hand; whether you’re an employer or a consultant, you should stay on top of the latest training and work resources available that can help your staffing team succeed.
4. Are we keeping the prospect file full? Even if you’re not in hiring mode, always be sure to stay abreast of what roles you might have to fill if the situation changes – and try to maintain outside staffing resources or a database of prospects that can give you a quick head start when you do need to put hires in place.
5. Are we jumping the gun in hiring full-timers? Temp and temp-to-hire personnel are probably still a wise option to keep in mind, unless you’re absolutely positive about your business prospects in the upcoming year.