Flex-core staffing is an excellent way for architecture firms to break the hiring-firing cycle, increase their firm’s bottom line, and keep their employees happy. By hiring temp architects to fill in the peaks and valleys that always occur, firms can keep their core staff intact and avoid the need to engage and fire employees constantly. This practice can save firms both time and money, and it can also help them maintain a higher level of quality control.
Few things are more costly to a business than the hiring and firing cycle. Not only does it take a toll on your human resources department, but it can also significantly impact your bottom line.
Fortunately, there are ways to break the cycle and improve your financial situation. You can improve your bottom line and increase profits by taking some simple steps.
1. Review your hiring practices. Poor hiring practices are the most common causes of the hiring and firing cycle. If you’re constantly hiring and then firing employees, it’s time to take a closer look at your process. Are you screening applicants properly? Are you asking the right questions?
2. Train your managers. Another common cause of the hiring and firing cycle is poor management. If your managers constantly have to deal with employee issues, it’s time to give them some training. Teach them how to manage their teams and handle conflict appropriately.
3. Communicate with your employees. One of the best ways to avoid the hiring and firing cycle is to communicate with your employees. Let them know what your expectations are, and give them regular feedback. This will help them understand what they need to do to meet your standards.
4. Be consistent with your policies. You must comply with your policies to avoid the hiring and firing cycle. Make sure that everyone in your company knows your procedures and that they are followed. This will help to create a sense of stability and reduce the need for turnover.
5. Offer incentives. Another great way to avoid the hiring and firing cycle is to offer incentives for good performance. If you have employees who consistently meet or exceed your expectations, offer them a bonus or other incentive. This will show them you’re serious about their work and appreciate their efforts.
These simple steps can break the hiring and firing cycle and improve your bottom line. Implement these tips in your business today and see the difference it makes.
There are many ways to increase an architecture firm’s bottom line. One way is to increase the number of projects that the firm takes on. Another way is to increase the fees that the firm charges. Still, another method is to cut costs.
One way to increase an architecture firm’s bottom line is to increase the number of projects that the firm takes on. This can be done by marketing the firm more aggressively or by expanding the geographic areas that the firm serves.
Another way to increase an architecture firm’s bottom line is to increase the fees that the firm charges. This can be done by expanding the firm’s service rates or adding new services that command higher fees.
Still another way to increase an architecture firm’s bottom line is to cut costs. This can be done by streamlining the firm’s operations, eliminating unnecessary expenses, or finding ways to save on materials and labor.
Increasing an architecture firm’s bottom line can have many benefits. It can improve the firm’s financial health, allow the firm to hire more staff, and enable the firm to expand its services. Taking steps to increase an architecture firm’s bottom line can help the firm become more prosperous.
ABOUT THE AUTHOR
After working at various design practices on a full-time and freelance basis and starting his design firm, David McFadden saw a gap to fill in the industry. In 1984, he created an expansive hub for architects and hiring firms to sync up, complete projects, and mutually benefit. That hub was Consulting For Architects Inc., which enabled architects to find meaningful design work while freeing hiring firms from tedious hiring-firing cycles. This departure from the traditional, more rigid style of employer-employee relations was just what the industry needed – flexibility and adaption to current work circumstances. David has successfully advised his clients and staff through the trials and tribulations of four recessions – the early ’80s, the early ’90s, the early 2000s, the Great Recession of 2007, and the Pandemic.