Staffing for private-sector clients

We built our sourcing, screening and record-keeping around what government work is contracted against, because that is the harder standard to meet. Commercial clients get the same process. You are welcome to ignore the parts you do not need.

What that actually means for you

Government buying forces a supplier to answer questions commercial buyers often never get around to asking: who employs the worker, what was checked before they were submitted, what coverage sits behind them, who is accountable when something goes wrong, and what evidence exists that any of it happened. Building for that first has three practical consequences.

• The screening is the same either way. We do not run a lighter package for commercial work. What we check on every candidate is set out in our capability statement, which is written for public-sector buyers and is equally checkable by you.
• The paperwork exists whether or not you ask for it. Evidence of what was verified is retained and produced on request, not reconstructed afterwards.
• You get the answers without a procurement process. No solicitation, no compliance matrix, no six-week evaluation. Tell us the requirement and we will tell you within two business days whether we can meet it.

The honest flip side: we are a three-partner firm, not a national agency with a branch network. Where a requirement is outside what we can genuinely cover, we will say so rather than take it and under-fill. That is a real limit and you should factor it in.

Who we work with

Companies covering a leave, staffing a project with a known end date, adding capacity without adding permanent headcount, or hiring permanently and wanting it done properly.

We staff six disciplines: administrative and clerical; program and contract management; IT and technical; human resources and recruiting; finance and accounting; field and logistics support.

If your requirement sits outside those, say so in your first message. We would rather tell you in a day that it is not us than spend three weeks proving it.

How we can engage

Contract, contract-to-hire and direct hire. Which one fits depends on whether you know how long you need the person and whether you know yet if you want to keep them. The decision table, who carries which risk under each, and what each model does not solve are on How We Staff You.

For contract engagements the worker is engaged by us, not by you, and is paid on schedule regardless of when you settle our invoice. Your payment cycle never becomes an attendance problem.

What you should make us answer

Pricing, timelines and deliverables for a specific engagement belong in a written agreement rather than on a web page, because they move with discipline, volume and duration. That is not a reason to go into a first call without a list. Ask us these, and expect numbers rather than adjectives:

• The fee basis for each model, and the conversion fee schedule on contract-to-hire
• What sits inside the bill rate and what is passed through
• The replacement guarantee: how long it runs, and whether it is a replacement or a refund
• Realistic days to first shortlist for your discipline, not a best case
• Who employs the worker, and who carries classification risk
• Payment terms, invoicing format, and how time is approved
• What happens if a placement fails in week two, and what happens if it fails in month six
• How many concurrent placements we can genuinely support alongside existing work

Any staffing supplier that will not answer those on a first call has told you something useful. We will answer all of them, including the ones where the honest answer is a range.