This category pertains to establishments primarily engaged in providing employment services, except theatrical employment agencies and motion picture casting bureaus. Establishments classified under this code may assist either employers or those seeking employment. Establishments primarily engaged in operating theatrical employment agencies are classified in SIC 7922: Theatrical Producers (Except Motion Picture) and Miscellaneous Theatrical Services; those operating motion picture casting bureaus are classified in SIC 7819: Services Allied to Motion Picture Production; farm labor contractors are classified in SIC 0761: Farm Labor Contractors and Crew Leaders; temporary help services are discussed in SIC 7363: Help Supply Services.
541612 (Human Resources and Executive Search Consulting Services)
561310 (Employment Placement Agencies)
An employment agency's major function is to place people into short- or long-term positions. The industry has been positively affected by the boom in technology, the government's efforts to get more people off welfare and into employment, the shift from corporate paternalism to the independent portability of employment skills, and the growing need for professionals on short-term bases. One cannot discount the role of temporary employment firms as a try-before-you buy means of finding full-time employees. Employment agencies are also beginning to offer retirement and health care benefits.
Approximately three million workers in the United States use employment agencies to find temporary work. During the 1990s staffing services was one of the fastest growing segments of the U.S. economy, and temp agency jobs doubled between 1994 and 2000. The financial impact of temporary placement services is evidenced by Adecco, the world's largest providers of temp workers, which posted revenues of $18.2 billion in 2002. By the early 2000s, nearly one in six young workers was expected to use an employment agency before the age of 35.
Employment agencies are susceptible to changes in the economy. In a strong economy, with low unemployment rates, candidate numbers tend to be lower, but many businesses come knocking, in need of help to identify high quality employees in a tight job market. Agencies may even have difficulty filling a customer's request for employees. When the economy slumps, however, the number of people looking for work increases, and candidates flood the employment offices in search of work. With so many available workers vying for so few new jobs, in a recessive economy employment agencies tend to find themselves with too many potential employees and not enough business clients.
Employment agencies are defined by the National Association of Personnel Consulting as "offering an orientation of finding jobs for people; building a back log of screened candidates by consistent advertising and by referrals from satisfied candidates and employers." Placement fees are paid by either the job-seeking candidate or the employer and are contingent upon an offer by the employer and acceptance by the job seeker. Fee structures vary but are generally based on a percentage of the annual salary of the job being filled. These fees are also known as contingency fees.
Employment agencies are also called personnel placement firms, personnel consulting firms, and personnel service firms. Executive search, recruiting services, "headhunters," and other firms that help employers fill higher level executive and management positions and place qualified candidates for these particular jobs are sometimes also known as employment agencies. Private agencies are more likely to combine career counseling and placement as one service. Applicants are more "job-ready," whereas public agencies deal with people who are deemed in great need of supportive services before being considered job ready.
Licensed employment agencies are paid by job seekers that come to them for placement. These agencies generally serve hourly workers, first-line supervisors without degrees, clerical workers, and entry-level technical and professional workers. Recruiters locate candidates for positions. Professional search consultants conduct in-depth searches for potential candidates to fill specific job openings.
Search consultants can work on either a contingency or retainer basis. A contingency search typically costs 20 to 30 percent of the hire's salary, paid once the search is completed. Retained searches, usually for top-level jobs, cost a third of the placement's first year pay package, a third of which must be paid up front. For both types of searches, however, other fee arrangements are possible. Some firms will cut their fees if they are guaranteed several assignments. Other recruiters have begun charging on a per-hour basis. With so many start-up firms looking for talent, recruiters, like accountants and lawyers, before them, have received equity stakes in lieu of cash compensation.
The staffing industry has consolidated significantly. In 1997 the staffing and IT services industry recorded 356 mergers and acquisitions, up 16 percent from the previous year.
The business of serving as a broker between employers and those seeking employment has existed for centuries, beginning perhaps as early as the fifteenth century. The English practice of indentured servitude would fall under this definition because it involved men acting as employment brokers or agents of free workers. These brokers acted on behalf of employers who did not have easy access to laborers. They negotiated the contracts that bound these free people to work for a specified period. Indentured servants agreed to work in exchange for benefits that ranged from free passage to the New World to food and lodging.
The first known private employment agencies were called "intelligence offices," which began sometime in the early nineteenth century. In his book, Martinez cites the "Employers and Servants Protestant agency"—established in 1819 for the "better regulation of Domestic Servants"—as the earliest reference to a bona fide employment agency. Martinez also notes that the first large scale employment agency appeared in 1863 as the American Emigrant Company, created to "secure laborers and skilled workers for a number of American employers." Fees were collected from employers and registration fees exacted from European job seekers. The agency paid for transportation to the United States then was reimbursed via future deductions from the immigrant worker's wages.
Private employment agencies appear with more frequency in the latter nineteenth century as evidenced by classified advertising in newspapers of the period. Before World War I, private employment agencies recruited manual laborers or female domestics. Almost anyone could be an employment agent—the middleman and often the only source of information between employers and prospective workers.
Immigrants were valuable commodities to employment agencies because they provided cheap, capable, and, to their detriment, naive labor. Because of this imbalance, many immigrants were abused by unscrupulous employment agencies. Employment agencies were often located in poor neighborhoods, saloons, and pool halls, usually as part of patronage systems in big cities like Chicago and New York. People who "got out the vote" were rewarded with jobs.
Agencies specializing in hiring women as domestic servants also concentrated on hiring African American and immigrant women. But there was a difference, states Martinez: "Male employment agents sold jobs to the applicants, while the domestic employment agents sold servants to the housekeepers. In each case, the object being sold was scarce and the buyers were plentiful. Thus the buyer or the party paying the fee was not given as much service as the more precious marketable commodity."
Private employment agencies often had less than stellar reputations. Besides instituting a form of legalized indentured servitude, many often trafficked in providing houses of ill repute with immigrants and minority women who were often unaware of the actual type of employment to which they were applying.
Specialization in the industry did not occur until after the turn of the century, when agencies began serving teachers, nurses, barbers, and engineers. But the generic employment agency in the early 2000s evolved from what was termed the "white-collar" agency that placed clerks, secretaries, and managers in office positions.
In the late nineteenth century, white-collar workers primarily obtained work on their own. But by the early years of the twentieth century, employers found it increasingly difficult to find qualified office help and became increasingly dependent on employment middlemen to bail them out. After World War II, this type of agency multiplied rapidly.
Regulation. Government-supported agencies, by contrast, existed as state and municipal agencies as early as 1834 to alleviate unemployment. The U.S. government established a federal employment agency in reaction to the economic crisis of 1907—its focus being the employment of newly-arrived immigrants.
This action paved the way for another federal initiative in 1913 when the Department of Labor separated from the Department of Commerce to "foster, promote and develop the welfare of wage-earners of the United States, to improve their working conditions, and to advance their opportunities for profitable employment."
Between 1914 and 1917, specialized services such as the National Farm Labor Exchange, Marine Placement, and youth services were attempts to establish a national employment agency. The U.S. Employment Service was created in 1918 but was deemed ineffective in resolving unemployment because after the war ended, so did the worker shortage. Placement work for soldiers, sailors, and other civil service government workers pressed into service during the war was also discontinued by the fall of 1919.
It would take the Great Depression for the U.S. Employment Service to be resurrected under the Wagner-Peyser Act in 1933. The agency's principle focus was to find jobs for the millions of unemployed by overseeing the functions of labor recruitment under the National Recovery Act and state employment services. Access to employment services as a right of American citizenship was formalized under this act's passage.
The emergence of a federal agency appeared to threaten those in the private sector. Private employment agency leaders charged the government with spending taxpayers' money to find jobs for people who were already employed. Instead, they supported using tax dollars only for training and employing the unemployed and called for restricting federal employment programs to people who qualified for unemployment insurance.
Widespread abuse of job seekers by private employment agencies, however, had prompted attempts by state governments to regulate the industry. At issue was whether individuals had a right to full employment for free or whether they had to pay for it. The prevailing view at this time was that private agencies exploited workers by charging exorbitant fees and not guaranteeing job openings, especially when work was scarce. Private employment agencies also inhibited the free flow of labor during times of high unemployment. By 1914, 24 states had tried to directly regulate private employment agencies, and 19 states had created free public employment agencies. By 1928, all but nine states had instituted some form of legislation to regulate private agencies, either directly or indirectly. Canada and several European countries were also in the process of banning such agencies and establishing nationalized employment services.
Reform. After World War II, private employment services underwent tremendous specialization in response to the changes affecting American industry, whereas public employment agencies remained relatively less specialized along occupational lines. In the 1940s people sat around or went out on day jobs. From 1947 to 1960, the employment placement fees were paid by the employee.
The private employment agency industry earlier had created its own trade association, the National Employment Association, which was renamed the National Association of Personnel Consultants in the 1970s. As a trade association, it set out to abolish abuses and end discriminatory hiring practices as well as to lobby for its member agencies. The National Association of Personnel Consultants in 1988 represented close to 2,000 member employment agencies nationwide, including regional, state, city, and local private employment agencies. In addition to representing its member employment agencies, the Association, based in Alexandria, Virginia, also conducted annual seminars and supervised the certification of employment agency professionals.
The debate over whether employment agencies should be run by the government or by privately held companies continued into the early 2000s. Both types of agencies exist either as state and municipal-run public employment services or as private personnel consulting (employment) agencies. Public and private employment agencies provide services to the public. A 1991 Current Population Survey by the Bureau of the Census noted, however, that "Job seekers using private employment agencies had the highest likelihood of finding employment in 1991; almost one-fourth of them found jobs. In contrast, job seekers placing or answering ads or using public employment agencies were among those least likely to find a job in the second month." The survey also noted that "almost 28 percent of the women who used private employment agencies were employed by the second month. In contrast, private employment agencies were the least successful for men—less than 23 percent of them found jobs" in that time period.
Around 1,992 companies requested the staffing industry to supply quality applicants and reduced their number of staffing corporation relations to one or two. The staffing industry maintained a growth rate of 10 percent to 14 percent in the mid-1990s. Technology became a hot field of outsourcing. Companies were requesting more workers in the computer, health care, legal and finance fields as they focused on job flexibility.
A small but possibly significant factor in voluntary unemployment may be the number of people whose interest in managing their own careers transcends the old company paternalism idea as the growing concern for their dispensability creates greater anxiety. Some people may leave by taking advantage of voluntary or involuntary "buyouts" or because of changes in lifestyles where other factors become more important.
New demand for just-in-time temporary workers was created by temporary work surges. In 1995, a record 2.26 million temporary employees worked daily. Challenges in finding people with appropriate skills came from demands for highly skilled workers and a shrinking labor force stemming from an aging population.
In 1998, revenues for the 59 public staffing firms tracked by Staffing Industry Report grew 27 percent, while net income was up 20 percent. These results were down slightly from 1997 levels, owing to soft demand in some sectors and tight recruiting markets.
By contrast, the government's emphasis on employing the unemployed fostered growth of placement agencies. At the same time, declining government involvement in the job search process fostered the process of self-placement. The unemployed prefer direct job applications and networking over more formalized methods. The shift in jobs out of the manufacturing sector in part eroded government placement as well.
Growth of the Industry. Rapid growth in what is known as the private personnel consulting/employment agency industry occurred within the last quarter of the twentieth century in response to a fluctuating economy. Double-digit increases in revenues throughout the 1970s and 1980s made executive recruiting a booming business. Some industry leaders attributed the slowed growth in revenues in the 1990s to the fact that the industry as a whole was maturing. Nonetheless, with rapid growth came calls for reform.
Private employment agencies are market-driven, money-making businesses. Some professionals advocated that agencies should concentrate more on developing relationships with employers in order to generate business. Employment agencies are being forced to provide a higher level of services such as reference verification, computer testing, and consulting to justify the fees they charge.
Other professionals called for revamped fee schedules and better working arrangements between clients and consultants. For example, Donald A. Levenson stated in Personnel magazine that recruiting fees should no longer be based on "rigid fee schedules" but on "the value of the job, the degree of difficulty anticipated in recruiting candidates and the level of service desired by the client."
An increasing number of managers in the publishing industry used professional search firms. Many companies used the Internet. National Personnel Associates, Inc., founded in 1956 to provide leading edge support to executive level contingency placement firms, maintained a Web site for the public and its members.
A growing number of employment agencies used employee benefits to recruit workers. Benefits including paid vacations and holidays, bonuses, health care insurance, computer training, stock purchase discounts, 401(k) pension plans, and advancement potential started to be offered by major temporary help services in 1995. In a survey of 2,000 temporary workers by the National Association of Temporary and Staffing Services, 56 percent received holiday pay, 46 percent free skills training, and 39 percent had paid vacation days. Kelly Services provided a week's paid vacation after working 1,500 hours in a 12-month period and six holidays for qualified workers. Manpower Inc. offered the same, plus two weeks of vacation after 1,800 hours.
The "executive-for-rent" concept gained in a business world concerned with re-engineering and downsizing. Paul Dinte, one of the first to capitalize on the idea, formed a leading executive firm that provided executives on a temporary basis.
In late 1999, the employment picture was excellent. Unemployment stood at a 30-year low of 4.1 percent, a remarkable achievement when coupled with continued low inflation. Long-term prospects were bright as well. The U.S. Bureau of Labor Statistics predicted employment would increase 14 percent between 1998 and 2008, a gain of more than 20 million jobs. All of the job growth was expected in the services sector. In the goods producing sector, a rise in construction employment was projected to offset declines in manufacturing and mining. Health, business, and social services, coupled with engineering, management, and related services, were expected to account for almost half the jobs added to the non-farm sector from 1998 to 2008. By occupation, the greatest growth was expected for computer engineers and support specialists.
The 1998 to 2008 forecast called for the number of jobs in the personnel supply industry to increase by 1.4 million. While at this rate annual growth would still be a respectable 3.7 percent per year, it would be substantially below the 9.1 percent clip recorded from 1988 to 1998.
Staff reductions induced by restructuring and corporate mergers continued to hurt workers in the late 1990s. Despite the tight labor market, corporations announced more than 680,000 job cuts in 1998, the highest number for any year in the 1990s. Many of the cuts stemmed from the economic crises in Asia, Latin America, and Russia, which hurt manufacturing export markets and also caused increased competition from imports. Mergers and acquisitions also contributed to the layoffs.
At century's end, however, the economy was producing so many jobs that laid-off workers usually found new employment, albeit not always at prior salary levels. Older workers had more to fear than the young, who moved easily into technology-related employment stemming from the rise of the Internet. But workers from every segment of society—including inner city youth who have often been locked out of private-sector employment—were benefiting from strong growth and low inflation.
As employers scrambled to find qualified workers, even small businesses were turning to executive recruiters—formerly the preserve of major corporations —to staff their companies. Much of the new business was coming from high-tech start-ups, generously supplied with venture capital to acquire the talent they needed. In the booming equity markets for new companies in the late 1990s, these firms were also able to offer headhunters stock options in lieu of cash for conducting the search.
The outlook for employment firms was mixed. But the booming economy created an enormous need for workers, a need that often could only be satisfied with the use of professional employment firms. Still the technologies of the Internet and database management were making it possible for some companies and job seekers to bypass staffing firms altogether. Employers could post job descriptions at their company Web sites or in newsgroups and have workers from around the world respond. New specialized employment Web sites appeared daily, concentrating on employment in fields like accounting and software.
Indeed, online job-matching became one of the fastest-growing businesses on the Internet, generating $105 million in 1998. Many employment firms were creatively using the Internet to attract clients and find hires. The Internet broadened and sharpened the tools available to agencies for researching and reaching potential job candidates.
Even in the Internet age, recruiters served important functions. They could still make the argument that the best candidate for the job is probably not looking for a job at all and that the recruiter was best placed to find him or her and make the initial overture. Recruiters can also act as go-betweens in salary negotiations, which is often the toughest part of bringing a candidate onboard.
After incredibly successful years during the 1990s, fueled in part by the dot-com and technology industry boom, employment agencies entered the 2000s at a slowed pace. Just as insiders were analyzing the potential effects of an oncoming recession, the terrorist attacks of September 11, 2001 slowed the U.S. economy markedly. With nearly no new hiring taking place and an ongoing rash of layoffs and downsizing, employment agencies were deluged with people looking for jobs and few business clients looking for workers. The impact on the employment services sector was substantial. According to the U.S. Department of Labor, Bureau of Labor Statistics, the number of temporary jobs fell to 2.87 million by November 2002, down from a high of 3.95 million during the summer of 2000.
Previously, many temp jobs resulted in full-time employment. It was a way for both the employer and the employee to take a test drive before signing the final papers. Many workers used temp positions with the stated intention of landing a permanent position within a company. However, the recession altered this basic assumption, and temporary suddenly actually meant temporary. By the end of 2002, some firms reported that temp-to-permanent opportunities had fallen by 50 percent. With fewer jobs available, unemployed skilled workers were being offered much lower paying positions, often well below their ability level.
At best, many workers became "permatemps," that is, workers who are, for all practical purposes, permanently employed but are laundered through a temp agency to a business client. This situation tends to leave workers with no job security, and they are seldom provided the same level of benefits as regular employees. According to The American Prospect , temporary workers between the ages of 20 and 34 earn around 16 percent less than their peers who are regular employees doing the same work. Despite employment agencies touting available employee benefits, only 5 percent of this group is covered by employer-provided health insurance. In all, less than one in five temporary workers receives regular benefits such as health insurance coverage.
If workers who use employment services were taking a hit, so also were the agencies themselves. Although the leaders in the industry were expected to weather the storm by diversifying their offerings, smaller firms were more susceptible to shifts in the market. For example, during September and October of 2003, Staffdigest , a staffing industry magazine, contacted 591 staffing agencies around the nation. According to the results of their survey, 11 companies had been sold or merged with another staffing company, 94 had telephone disconnections, and 67 reported budget cuts. Thus nearly 30 percent had been somehow significantly affected by the recessive economy. The only segment of the industry that remained exceptionally strong was health care staffing, which continued to grow at a rate of 15 to 20 percent annually as a response to an ongoing shortage of registered and licensed practical nurses.
Those in the staff industry tend to be the first to suffer at the onset of difficult economic times; however, they are also often the first to begin feeling the benefits of a resurgent economy. As businesses regain strength, they often turn to employment services to fill the gaps in their workforce caused by previous layoffs and downsizing. Thus, the employment agency industry was expected to remain flat as long as the economy was sluggish, but an upturn in the industry might point to renewed health in the overall economy.
In 2003, staffing companies with the largest U.S. presence were Adecco SA, Manpower Inc., Kelly Services, and Gevity HR.
Switzerland-based Adecco was the largest employment agency in the world, with more than 250,000 clients and 6,000 offices in 60 countries. It was formed by the merger of Switzerland's Adia and France's Ecco. Adecco places temporary and permanent personnel in many industries. The company significantly increased its presence in the United States by purchasing New York-based Olsten Corporation early in 2000. Previously, Olsten had itself been a leader in the industry with over 1,400 offices in the United States and more than a dozen other countries. In 2002, Adecco reported a net income of $256 million on revenues of $18.2 billion.
Manpower had about 3,900 owned and franchised offices in 60 countries, primarily France, the United Kingdom, and the United States. Most of its revenue came from placing staff in offices and light industrial settings. The company reported a net income of $113 million on revenues of $10.6 billion in 2002.
Kelly Services, formerly known for its "Kelly girls," expanded from its female secretary roots to be come the second largest temporary agency in the United States. In 2003 Kelly supplied around 700,000 to its 200,000 customers in 24 countries. Chairman and CEO Terence Adderley owned slightly more than half the company. Revenues were in 2002 were $4.3 billion, resulting in a net profit of $18.1 million.
Gevity HR, previously known as Staff Leasing, loaned out its 100,000-plus employees to do tasks like payroll administration, risk management, and benefits administration for some 8,000 clients. The firm's main customers were small businesses with two to 100 employees, primarily in construction and service industries like auto repair, beauty salons, etc. In 2002, the company reported a net income of $4.7 million on revenues of $374.7 million. Chairman Charles Craig owned about 21 percent of the firm.
Among the biggest Internet employment sites were Monster.com, HotJobs.com, CareerPath.com, and CareerMosaic. Yahoo was prominent in local and regional job listings. In the college market, JobWeb and Jobtrak were the top names.
According to the U.S. Department of Labor, Bureau of Labor Statistics, the number of workers in the personnel supply services industry totaled over 3.4 million in 2001, a figure that was expected to rise to 4.6 million by 2008. Management occupations, which accounted for less than 2 percent of the employment base, had a mean annual salary of $70,040. Business and financial operations positions, including employment, recruitment, and placement specialists, totaled another 3 percent of the industry and reported a mean annual salary of $47,930.
Office and administrative support positions accounted for more than 31 percent of all the industry's jobs. Top in-category occupations included general office clerks (223,450 jobs), secretaries (187,940 jobs) data entry keyers (87,020 jobs), receptionists (77,130 jobs), customer service representatives (73,930 jobs), bookkeeping and accounting clerks (53,380 jobs), stock clerks (50,180 jobs).
Transportation and material moving occupations totaled nearly 19 percent of the industry's jobs. Top in-category occupations included freight and stock movers by hand (369,300 jobs), packers and packagers by hand (141,270), and truck drivers (78,150 jobs). Production occupations, including assemblers, machine operators, and production workers, accounted for over 17 percent of the industry's jobs and reported a mean annual salary of $17,920. Healthcare occupations, dominated by registered nurses and licensed nurse practitioners, held nearly 4.5 percent of the industry's jobs.
Most agencies, public and private, prefer to hire college graduates for interviewer jobs. Expansion of the personnel supply industry, especially in the private sector, was expected to continue. In addition to private personnel firms there were a number of positions in state employment agencies. Earnings varied because private personnel firms tended to pay workers on a commission basis with total earnings dependent upon the volume and value of the business they brought in. Commission rates were usually 30 percent of whatever the client was billed. Some were paid on a salary plus commission.
According to Internet Business Network, there was expected to be a total of 28.7 million Web job postings in 1998 alone. Surveys in 1999 indicated that the Internet was second only to newspapers as a tool for recruiters and job seekers.
The use of computer databases and online services to track potential employees and job openings is increasing among employment agency professionals, who consider computer and the Internet as a low cost alternative to traditional search methods. A computer database contains information on likely candidates and can be compiled by an employment agency, search firm, or government office.
In a matter of minutes, a candidate's resume can be accessed from the database according to the qualifications, areas of expertise, and training specified in a search. Employment agency professionals can either use one of the estimated 159 recruitment databases on the market or develop their own.
Some databases are open to the general public, but most corporate job banks and other privately held recruitment databases are confidential and are restricted to employment agency personnel. Recruiting databases include the Bank Executives Network, Corporate Organization and Research Service, College Recruitment Database, First International Personnel Consultants, and the National Insurance Recruiters Association. Because companies are turning to employment agencies to find managers and specialists with more sophisticated skills, they are more likely to use employment agencies using the latest technology. Employment agencies, in turn, are able to charge a flat fee based on the difficulty of the job search via a computer database, instead of charging employers a contingency fee based on a candidate's salary.
Ceniceros, Roberto. "Use of Temporary Staff Can Create Lasting Problems." Business Insurance , 14 October 2002, 27.
Chuvala, Bob. "Hard Times: Employment Agencies Weathering a Cold Year." Fairfield County Business Journal , 17 December 2001.
Doehrman, Marylou. "Slow Economy Floods Temporary Workforce." Colorado Springs Business Journal , 10 January 2003.
Dyson, Esther. "futurespeak." Sales & Marketing Management , February 1999.
Falcone, Paul. "Maximize Your Recruitment Resources." HR Magazine , February 1999.
Gallagher, Leigh, "Wired Hires." Forbes , May 17, 1999.
"Invasion of the Body Snatchers." Business Week , 11 October 1999.
Jorgensen, Helene, and Hans Riemer. "Permatemps." The American Prospect , 14 August 2000.
Kurlantzick, Joshua. "A Temporary Boom in the Job Market." U.S. News & World Report , 19 March 2001.
Levenson, Donald. "Needed: Revamped Recruiting Services." Personnel , July 1988.
"Like Flies to Honey, Medical Staffing Sticks." The IPO Reporter , 18 February 2002.
Marsh, Ann. "Industry Buzz: Outsourcing Companies." Forbes , 10 January 2000.
Marshall, Samantha. "More Temp Workers Face Permanent Headaches." Crain's New York Business , 11 November 2002.
Martinez, Tomas. The Human Marketplace. New Brunswick, NJ: Transaction Books, 1976.
Milgram, Heidi. "Temps Receive Regular Benefits." The Kansas City Business Journal , 28 January 2000.
Nicholson, Gilbert. "Get Your Benefit Ducks in a Row." Workforce , September 2002.
Patta, Gig. "Temp Services Offer Some Economic Encouragement." San Diego Business Journal , 28 May 2001.
Pavelich, Julie. "All Facets of Employment Industry Touched by Tech." Crain's Cleveland Business , 19 February 2001.
Snavely, Brent. "Olsten Merger Offers Challenge, Opportunity for Kelly." Crain's Detroit Business , 27 March 2000.
U.S. Department of Labor Bureau of Labor Statistics. 2001 National Industry-Specific Occupational Employment and Wage Estimates , 2001. Available from http://www.bls.gov .
Comment about this article, ask questions, or add new information about this topic: