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As Katie Breault, Chief Delivery Officer at YUPRO Placement, put it: “Recruiters are flooded with applications right now and some are real, some are AI generated. Meanwhile, our true entry-level roles are getting harder and harder to find.” She noted that degree requirements and keyword searches often reward resume crafters rather than true performers, creating inefficiencies and eroding trust with clients. 

This is where skills-first hiring offers a new path forward. Instead of focusing on where a candidate has worked or what credentials they hold, the approach zeroes in on what candidates can actually do—verified through projects, certifications, assessments, and past performance. 

“Hiring managers aren’t looking for resumes, they’re looking for talent,” Breault explained. “Proof of performance is the most credible signal. You submit fewer candidates but with stronger proof, and that builds client confidence.” 

Building Sustainable Talent Pipelines 

Eric Westphal, Chief Operating Officer at Year Up United, emphasized that the real differentiator in preparing candidates isn’t just technical training—it’s pairing skills with readiness. “We are providing them with a proprietary career readiness training and assessment,” Westphal said. “Employers can be confident that these individuals not only have the technical experience, but also the durable skills—the ability to network, navigate professional environments, and persist from day one.” 

Year Up United’s model, serving thousands of young adults annually, blends intensive training with real-world work experience through internships at major companies. The outcome: 80% of participants secure sustainable careers or continue their education. Westphal stressed that these results prove the value of combining technical skill-building with intentional support and coaching. 

“What we’ve learned over 25 years is that the real differentiator is the work-based experience,” he added. “That internship, that opportunity to learn on the job and continue to have this high support, makes all the difference.” 

Consistency, Scale, and Client Confidence 

From a staffing firm’s perspective, skills-first hiring only works if it can be delivered consistently. Ainsley Castro, National Director of Strategic Partnerships at YUPRO Placement, pointed out that partnerships with training providers create access to ready talent at scale. 

“Partnerships widen our reach and help lower sourcing costs. Firms that lean into these pipelines spend less time chasing volume and more time delivering,” Castro said. With new graduates entering the workforce every year from programs like Year Up, firms can tap into a steady stream of trained, vetted talent in markets across the country. 

What staffing leaders value most, Castro emphasized, is predictability. “Wherever clients operate, the same level of preparation and readiness is available. This is proof that skills-first hiring works at scale across industries and geographies.” 

Real-World Growth Stories: Case Studies of Two Staffing Firms 

For staffing firms and clients, the proof ultimately comes from how candidates perform on assignment. James Rowbotham, Senior Director at PrideOne, has seen firsthand how job-ready alumni succeed inside top corporations. 

“They understand how to do the job, but they also understand how to work in that environment as well,” Rowbotham explained. “They understand how to give and receive feedback, how to work with teams. Those soft skills are rarer than many people imagine, and that’s what really sets them apart.” 

Rowbotham noted that adaptability is especially critical in today’s rapidly changing workplaces. “We’ve seen folks start in one role, then be asked to jump into something completely different—and they not only adapt, they thrive. Because of where they’ve come from and what they’ve gone through, they’re just incredibly resilient.” 

Adaptability, professionalism, and loyalty also stood out to Martin Thurmann, Service Delivery Leader at Milestone Technologies. Having managed many alumni directly, he described their mindset as “ready to go from day one.” 

“They’re not only technically skilled, they have communication skills, they show up on time, they follow through—and that matters a lot in the corporate world,” Thurmann said. 

One of the strongest examples he shared was of a candidate who joined six years ago as an AV technician and is now an operations manager. “What sticks out for me is he wants to get things done,” Thurmann recalled. “Leadership is about growing together and giving feedback, and he had the confidence to not only identify problems but also present solutions. He’s grown into a top member of my management team.” 

For Thurmann, this growth underscores why skills-first candidates aren’t just good hires—they’re long-term assets. “They’ve proven they can learn fast, work hard, and adapt to different environments. Their loyalty reduces turnover, which saves money and strengthens teams. That’s an advantage every staffing leader is looking for.” 

Moving Forward with Skills-First 

Across all perspectives, the themes are clear: speed, readiness, and reliability. Skills-first hiring allows firms to place candidates who are prepared to contribute from day one, strengthening client relationships while reducing the cycle of backfills and turnover. 

The path forward doesn’t require staffing firms to overhaul everything at once. As Breault advised, even piloting skills-first hiring with a single role can demonstrate its impact. “If you shift just one role to skills-first this quarter, it builds momentum. And momentum is what builds real change.” 

The staffing industry is at an inflection point. Traditional resume-driven filters are proving less effective, while client expectations for faster, stronger placements are only rising. By focusing on what candidates can do—not just what’s on paper—firms can deliver the talent their clients need today and build pipelines that last into the future. 

To view the webinar that dives into the benefits of skills-first hiring, please click here.

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This is the second showcase in the AI in Action series. You can read the highlights of the first showcase here.

Alex: Interview Automation for Faster, Smarter Screening 

When Mariah Szarek, Director of Recruiting at Benchmark IT, began looking for a new solution, her team faced two common challenges: managing high applicant volume and preserving time for high-value recruiting activities. She explains that the goal was to “allow our recruiters to have more time in the day for high-impact activities,” and Alex, an AI-powered interview automation platform, provided exactly that. 

The system conducts initial video screenings, evaluates responses, and feeds results directly into their ATS. It automatically schedules and runs interviews, allowing recruiters to focus on top candidates without lengthy back-and-forth scheduling. Szarek describes it as “very customizable but also smart enough to give a great baseline,” noting that the platform generates relevant questions they can adjust to suit each role. 

Her team uses Alex to set specific skill weightings, filter out candidates who don’t meet dealbreaker requirements, and even collect feedback on the interview experience, which she says has been “overwhelmingly positive.” The payoff has been clear: calls with high-scoring candidates now take ten minutes instead of thirty, and placements are happening faster. “Overall, it’s saving us time,” Szarek says, “and we’ve already had placements happen faster because of it.” 

HireEZ: Expanding Sourcing Beyond LinkedIn 

David Berthiaume, Resource Manager at Solutia Consulting, turned to HireEZ as an alternative to LinkedIn Recruiter, seeking both cost savings and broader reach. “I wanted something that didn’t cost as much as LinkedIn Recruiter but still gave me powerful sourcing capabilities,” he says, noting that HireEZ comes in at roughly one-fifth of the price. 

The platform aggregates profiles from multiple sources including LinkedIn, Facebook, GitHub, CareerBuilder, and others, and allows recruiters to apply precise filters for skills, location, industry, years of experience, and even likelihood of being open to new opportunities. Berthiaume appreciates its built-in automated outreach but has found that customizing messages is key. “Refining the messaging with my own language makes a huge difference in response rates,” he says. 

By pulling from multiple networks instead of relying solely on LinkedIn, HireEZ helps Solutia connect with candidates they might otherwise miss. “One of the biggest advantages is that it searches beyond LinkedIn, pulling in profiles from other platforms,” Berthiaume explains. For roles requiring niche skills or when building talent pipelines for the future, that broader reach has proven invaluable. 

Boostie: Filtering Bots and Building Candidate Pipelines 

While many AI tools focus on sourcing or assessment, Nick Nordin, VP of Recruiting at BridgeView IT, wanted something that would save his recruiters’ time before they even engaged a candidate. “Boostie makes it easier for candidates to apply to our postings while screening out bots and unqualified applicants before they reach the recruiters,” he explains. 

Boostie integrates with the ATS and acts as a top-of-funnel filter, intercepting applications from multiple sources including LinkedIn, job boards, and email campaigns. It uses prescreening questions to remove candidates who don’t meet key requirements, flags suspicious IP locations, and automatically filters out spam. For Nordin, this has been a major time saver. “The bot filtering is a game changer. On LinkedIn, 90% of the first-hour responses can be spam, and now my team doesn’t have to waste time sifting through them,” he says. 

Beyond screening, Boostie has become a tool for re-engaging past candidates. Nordin’s team uses it to reach out to people in their database including former placements and silver-medalist candidates with targeted campaigns. The results have been strong. “We’ve used it to re-engage passive candidates in our database, even people we placed years ago, and the response rates have been impressive,” Nordin says. 

Key Takeaways for Staffing Leaders 

Each of these tools addresses a different part of the hiring process, but together they show how AI can remove bottlenecks and help recruiters focus on the most impactful work: 

Automate without losing control: Alex streamlines interviews while allowing full customization. Expand your reach: HireEZ opens access to candidate pools beyond a single platform. Protect recruiter time: Boostie filters spam and unqualified applicants before they ever reach the team. 

For staffing firms, the lesson is clear. AI doesn’t replace recruiters. It frees them to build relationships, advise clients, and make better hiring decisions. 

TechServe members can view this showcase here, as well as the first showcase in the series, here.

If you have an AI tool you’d like to showcase, or a tool you’d like to learn more about in a future session, we’d love to hear from you – please email staff@techservealliance.org. 

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This article was provided to TechServe by Becker LLC. View the original article here.

In line with President Trump’s prior term, the current administration is signaling a more favorable stance toward the classification of independent contractors. In 2024, the Biden administration enacted the Rule titled Employee or Independent Contractor Classification under the Fair Labor Standards Act, 89 Fed. Reg. 1638 (the “2024 Rule”), which reinstated the six-factor “totality of the circumstances” test. Many employers viewed this test as burdensome, and the rule faced immediate legal challenges.

Once the current Trump administration took office, the Department of Labor (“DOL”) postponed oral arguments in some of these pending cases involving the 2024 Rule, signaling a reevaluation of its position. Ultimately, the DOL issued Field Assistance Bulletin No. 2025-1, announcing a pause in enforcement of the 2024 Rule and a reversion to earlier guidance—specifically, Fact Sheet #13 (July 2008) and Opinion Letter FLSA2025-2.

1. Fact Sheet #13 – “Economic Realities” Test

Fact Sheet #13 set forth the “economic realities” test to determine whether a worker is an employee or an independent contractor under the FLSA. It identifies the following factors as relevant:

1. Opportunity for profit or loss depending on managerial skill;
2. Investments by the worker and the employer;
3. Permanence of the work relationship;
4. Nature and degree of control;
5. Whether the work performed is integral to the employer’s business; and
6. Skill and initiative.

The DOL clarified that certain facts—such as the location of the work, the absence of a formal employment agreement, or the worker’s licensing status—are not determinative of employment status.

2. Opinion Letter FLSA2025-2 – Updated Guidance on Virtual Marketplace Companies (VMCs)

In Opinion Letter FLSA2025-2, the DOL’s Wage and Hour Division (“WHD”) revisited the employment status of individuals working through Virtual Marketplace Companies (“VMCs”), expanding upon and superseding Opinion Letter FLSA2019-6. VMCs operate digital platforms—typically accessed via apps or websites—that connect consumers with service providers for on-demand services such as delivery, house cleaning, or home repairs.

Ultimately, and in line with the current administration’s position, the WHD concluded that these service providers are independent contractors under the FLSA. The analysis emphasized several key facts: providers agreed to terms designating them as independent contractors; they were not interviewed or trained by the VMC; and they retained discretion over when, where, and how they worked. Further, providers frequently worked across multiple platforms, used their own tools, bore their own business expenses, and could hire helpers. Although the VMC set default pricing, providers could negotiate rates and retain customers who engaged them off-platform.

Applying the economic realities test, the WHD analyzed six factors:

1. The nature and degree of the potential employer’s control;
2. The permanence of the relationship with the potential employer;
3. The worker’s investment in facilities, equipment, or helpers;
4. The amount of skill, initiative, judgment, or foresight required;
5. The worker’s opportunities for profit or loss; and
6. The extent of integration of the worker’s services into the potential employer’s business.

In applying the foregoing factors in the matter before it, the WHD emphasized that VMC providers were not economically dependent on the platform. Notably, the services they perform were not integral to the VMC’s core business, which was limited to facilitating connections—not providing the services themselves. The WHD found that the VMCs did not supervise, direct, or control how the work was performed. As a result, these workers were not covered by FLSA employee protections, including minimum wage and overtime requirements.

The Field Assistance Bulletin No. 2025-1, Fact Sheet #13 (July 2008), and Opinion Letter FLSA2025-2 reflect the current administration’s effort to revive the independent contractor regulation issued in 2021 under the first Trump administration. Although that rule was never implemented—having been repealed and replaced by the Biden administration’s 2024 Rule—the recent guidance signals a shift back toward the 2021 framework.

Under the 2021 regulation, the DOL proposed a simplified approach focusing on two core factors:

1. Control – the nature and degree of the worker’s control over their work;
2. Opportunity for Profit or Loss – the extent to which the worker can earn profits or incur losses based on initiative and investment.

If both core factors point to the same classification—employee or independent contractor—that classification would likely be appropriate.

In addition to the core factors, the rule included three other factors that were secondary in nature:

1. Skill – favors independent contractor status if the work requires specialized training or skill not provided by the employer.
2. Permanence – supports independent contractor status when the work relationship is intentionally short-term or sporadic, even if performed on a recurring basis.
3. Integrated unit of production – favors employee status if the individual’s work is part of the employer’s core operations.

3. Not So Fast Staffing Companies

Unlike VMCs, staffing companies are structured around a business model in which placing temporary workers is central to their operations. Staffing firms actively recruit, hire, train, and assign workers to client businesses for temporary, seasonal, or project-based engagements.

The relationship between staffing firms and temporary workers tends to exhibit a degree of permanence. Although individual assignments may be short-term or intermittent, workers often remain on the firm’s roster for extended periods, receiving multiple placements over time.

Staffing firms typically provide or coordinate necessary tools, equipment, and onboarding. They also exercise significant control over assignments. While workers may decline certain placements, their overall flexibility is limited. Staffing firms may restrict concurrent employment with competing firms and often include non-solicitation or conversion fee clauses in their contracts to prevent direct employment by the client without the agency’s approval or compensation.

Temporary workers generally do not have meaningful opportunities for profit or loss independent of their wages. The staffing firm sets compensation based on its agreements with the client, and workers are not positioned to adjust pricing, assume financial risk, or manage expenses in the way independent contractors do.

Moreover, temporary workers do not operate as independent business entities. They do not market their services to the public, manage client relationships, or operate with business autonomy. Instead, the staffing firm serves as the employer of record—handling wage payments, tax withholdings, providing benefits, discipline, and providing workers’ compensation and unemployment. This structure typically places staffing firms within the scope of the FLSA, entitling their workers to minimum wage and overtime protections.

4. Policy Shift and Business Implications

The shift from the 2024 Rule to the reinstated economic realities test reflects a more business-friendly regulatory environment and reduces the likelihood that certain independent contractors will be reclassified as employees. This shift is generally favorable to staffing companies and the broader labor market. However, despite the administration’s current position, businesses should remain cautious when classifying workers as independent contractors. Unless the economic realities test is clearly satisfied, the more prudent course may be to treat such workers as employees to minimize potential legal risk. Furthermore, even though the DOL has paused enforcement of the 2024 Rule, private litigants may still attempt to invoke it in court proceedings.

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This article was provided to TechServe by BrightMove.

In today’s rapidly evolving and competitive business landscape, the stakes are higher than ever for staffing firms aiming to differentiate themselves, attract top-tier clients, and expand their service offerings. Clients are not just seeking solutions; they are looking for partners who can provide both deep industry expertise and cutting-edge efficiency. This is where the integration of a robust tech stack becomes a pivotal differentiator.

By embedding software solutions into your service portfolio, you are not merely adding value—you are fundamentally transforming your business model in a way that can redefine client relationships, unlock new revenue streams, and significantly elevate your competitive positioning within the industry.

Here are five key benefits of implementing a branded tech stack solution that not only enhances your staffing firm’s performance but supports significant growth and service expansion.

1. Increased Client “Stickiness”

When clients are actively using your white-labeled software as part of their daily workflow, they’re more likely to stick with your services long-term. It’s not just about convenience—it’s about becoming embedded in their operations.

As Forbes states, “One of the most overlooked benefits—and arguably the most important—of a unified technology platform is how it can strengthen relationships between the enterprise and its partners.” This kind of integration fosters a deeper connection, building trust and reducing friction in interactions.

As a staffing firm, your clients may need tools that help manage their hiring activities, but might not have the time, budget or resources to implement their own software solutions. By presenting your branded tech stack as part of your staffing solution, you fill that gap. Clients view your software—whether that be an ATS, VMS, onboarding tool, CRM— as a vital part of their business ecosystem that helps streamline their processes, enhance productivity, and ultimately contributes to their overall success.

Simply put: clients don’t just appreciate your software—they rely on it as a cornerstone of their business strategy, where your success is intrinsically linked to theirs.

2. Diversified Income Opportunities

Adding software to your solution can be a game-changer, offering new and recurring revenue streams that can boost your financial portfolio. While most of your income might still come from direct services to clients, including a solid tech stack can open up passive, incremental earnings. This is especially useful if your software operates on a licensing or usage model, where clients pay for ongoing access or use.

Think of this strategy like a cashback program: even after your initial engagement ends, you keep earning from their continued use of your tool. It’s a smart, forward-thinking way to maximize your current earnings and extend the financial life of every client relationship.

3. Competitive Differentiation

Incorporating a tech-forward component into your services signals innovation—and helps you stand out in a crowded market. When clients are evaluating service providers, the presence of a modern, user-friendly, and well-supported tech stack can be the deciding factor. Offering advanced tools as part of your package demonstrates that you’re not just reacting to trends, but actively leading them. It shows you’re committed to optimizing outcomes, not just maintaining the status quo.

4. Seamless Collaboration

When your service includes intuitive, integrated software, it becomes much easier for clients to collaborate with you and their own teams. This smooth integration is key to good communication and getting things done. Whether it’s through automatic updates, shared dashboards that show project progress, or centralized data, your tech stack reduces friction and keeps everyone aligned.

Instead of managing a collection of siloed tools, your clients enjoy a simpler experience. This not only saves time but also creates an environment where quicker, better decisions can be made. The result is better outcomes for your clients, as they can focus on what really matters—moving their projects forward with confidence and clarity. By providing a unified platform, you enable teams to work together more effectively, boosting their productivity and achieving success more easily.

5. Faster Innovation and Expanded Solutions

By integrating best-in-class software into your service, you’re not just solving today’s problems—you’re setting your clients up for what’s next. A modern tech stack allows you to introduce new features, scale capabilities, and continuously improve the value you deliver. Research shows that companies innovate 20% faster when they license existing technologies instead of building from scratch. That means your clients benefit from faster access to emerging tools, smarter solutions, and a service that evolves alongside their needs.

When your clients utilize a proven tech stack supported by your software providers, they experience significant economies of scale. Instead of bearing the cost and complexity of constant upgrades themselves, they benefit from the seamless integration and updates managed by the experts you partner with. This not only reduces their financial outlay but also ensures they are always equipped with the latest technology without the hassle of managing it directly. Your clients can focus on their core business operations, while enjoying the advantages of a robust, continually updated technological foundation as part of their staffing solution—and they have you to thank for it.

Incorporating a branded tech stack into your staffing solution is more than a modern trend—it’s a foundational shift in how clients want to work with you. By integrating cutting-edge software and packaging it as part of your service offerings, you position your firm as a forward-thinking leader in the industry. This approach strengthens client relationships by embedding your solutions into their daily operations, creating lasting partnerships. It opens up diversified revenue streams through licensing models, provides a competitive edge that showcases your commitment to innovation and leads to improved client outcomes and productivity. 



It’s time to analyze your tech stack and build an offering that empowers your clients with the latest technologies without the burden of managing them, while at the same time, keeping you interconnected. This decision not only drives your firm’s growth but also ensures you remain indispensable in an ever-evolving market.

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This article was provided to TechServe by RUSH Computer Rentals

In the dynamic world of contract staffing, speed and agility are non-negotiable. Recruiters juggle demanding deadlines, fast-changing client needs, and fluctuating contractor volumes—often across a broad range of industries and tech environments. But for many firms, one persistent bottleneck remains: IT hardware provisioning.

For each new placement, there’s a fresh layer of logistical complexity. Equipment needs to be sourced, configured, shipped, supported, and—eventually—returned or repurposed. It’s a heavy lift that distracts internal teams from higher-value work like systems planning, data security, and digital transformation.

Why Traditional IT Operations Aren’t Built for Staffing

IT departments in staffing firms are typically optimized for foundational support—not full-scale hardware logistics. Yet the demands keep stacking up:

• Unique hardware requirements based on client environments
• Accelerated timelines for deployment
• Increasing compliance and security demands
• Equipment tracking, troubleshooting, and redeployment

The result? Overstretched teams and missed opportunities for strategic impact.

A Smarter Approach: Hardware as a Service (HaaS)

More staffing organizations are turning to outsourced, Hardware as a Service (HaaS) models to solve this challenge. This approach shifts the burden of IT hardware logistics to a third-party provider that specializes in scalable, responsive solutions—freeing internal teams to stay focused on what matters most: enabling talent delivery.

What can a modern HaaS solution include?

• Hardware Variety: Access to Windows and Apple laptops, monitors, headsets, printers, and more
• Custom Setup: Pre-installed software, secure configuration, and branding if needed
• Flexible Terms: Short- or long-term rentals based on project timelines
• Rapid Deployment: Next-day shipping capabilities for quick start times
• Full Support: 24/7 technical assistance and proactive issue resolution
• Compliance Features: Secure onboarding, encrypted systems, and optional remote monitoring
• Asset Tracking: Visibility into device locations, usage, and status through a centralized portal

These services are designed to meet the needs of a staffing environment where unpredictability is standard, and scale can shift weekly.

Case in Point: Delivering 60 Workstations in 72 Hours

One mid-sized IT staffing firm faced a sudden request to onboard 60 developers across four states for a client’s software rollout. Their internal IT team had no capacity to meet the aggressive timeline.

They outsourced the provisioning to a HaaS partner who configured, kitted, and shipped all 60 workstations—with pre-installed software and secure credentials—within 72 hours. Equipment arrived ready to use. Contractors logged in and started work on day one.

The result? The staffing firm preserved its client relationship, minimized IT disruption, and delivered on its promise without burning out internal resources.

TechServe Alliance Members: Simplify IT to Amplify Results

Whether you place 5 contractors a month or 500, the hardware challenge is the same—and the opportunity to simplify is real.

Here’s what TechServe Alliance members should ask:

• Is your IT team spending more time on laptops than infrastructure?
• Are your recruiters waiting on equipment to deploy top talent?
• Would predictable costs and next-day hardware delivery improve your client experience?

If yes, now’s the time to explore a scalable, outsourced IT provisioning model that fits the pace and complexity of staffing.

Let your IT team focus on strategy—while someone else handles the hardware.

The post Lighten the Load: How Staffing Firms Can Streamline IT Hardware Management appeared first on TechServe Alliance | IT & Engineering Staffing Resources.

Industry leaders from high-growth firms shared how they’re navigating today’s complex sales environment and offered tangible insights into hiring, training, KPIs, and new business development. While approaches vary, one theme emerged clearly: agility and intentionality are more important than ever. 

Adapting to New Buying Behaviors 

Sales cycles aren’t what they used to be. Decision timelines have stretched, even as client needs remain pressing. “There’s demand, but it’s taking longer for clients to make decisions—whether it’s on hiring candidates or launching new projects,” noted Joel Leege, President & COO, RedOak Technologies, and President, Board of Directors, TechServe Alliance. “We’re seeing that across firms of all sizes.” 

This elongation of sales cycles has forced teams to double down on foundational habits. At TalentBridge, Chief Sales Officer Daniel Youssif has increased the focus on outreach and in-person engagement. “We’ve elevated our meeting expectations to 15 client conversations per week, up from 10 historically,” Youssif said. “And we’re pushing for at least half of those to happen in person. That’s what it takes now to break through.” 

Two Paths to Building High-Performance Sales Teams 

Hiring and developing the right salespeople is a critical challenge—and firms are taking different approaches. At Medix Technology, Jeb Corley, Vice President, has found that investing in junior talent produces the strongest long-term results. “We tried hiring seasoned professionals—what we call the hired gun strategy—but it didn’t work for us,” he said. “Instead, we went back to developing people straight out of college. It’s a longer road, but the payoff is better.” 

Corley described a phased approach: new hires spend several months in delivery and recruiting roles to build domain knowledge and develop sales instincts. Those who rise to the top are promoted to client-facing roles. “If you bring in a class of 10, you might end up with three future stars,” he explained. “But we’ve quadrupled our President’s Club winners since we returned to this model.” 

TalentBridge, by contrast, leans into a carefully vetted “hired gun” model. “We take a dual-path approach with senior talent,” Youssif explained. “Some want to move into leadership, others just want to produce. We have room for both—but we assess them rigorously using behavioral tools and client references.” 

He emphasized that experience alone doesn’t guarantee success. “It’s not about finding rainmakers—it’s about identifying people who align with the role, the territory, and the type of clients they’ll serve,” he said. 

Leege pointed out that both models can work, depending on a firm’s structure and growth stage. “I’ve seen both approaches succeed,” he said. “It all comes down to clarity, expectations, and execution.” 

Redefining KPIs for 2025 

With buyers harder to reach and sales cycles longer, traditional metrics like call volumes and job orders are no longer sufficient. Firms are redefining what success looks like—and how to measure it. 

“We used to talk about 10-3-1: ten meetings, three reqs, one start,” said Youssif. “Now, it’s more like 15-3-1. Activity has to go up to achieve the same outcomes.” To support this, TalentBridge tracks everything from weekly client meetings to next steps scheduled and CRM documentation. “Transparency is key,” Youssif added. “We publish dashboards daily so everyone knows where they stand.” 

Corley’s team at Medix tracks a broader set of inputs. “We monitor cold calls, LinkedIn outreach, recruiter-generated leads, meeting attempts, and actual meetings,” he said. “Then we sit down monthly and ask: is the territory wrong, is the effort low, or is there a skill gap?” 

Leege highlighted the importance of adaptability in setting and evaluating KPIs. “It’s not about lowering standards when things get hard,” he said. “It’s about understanding the full picture and holding people accountable to the right activities.” 

Winning New Business Through Focus and Follow-Through 

Landing new logos in today’s market requires more than just persistence—it demands precision. “We’ve signed 87 new MSAs this year, but not all of them have immediate work attached,” Youssif shared. “We’ve had to get smarter about understanding which opportunities are real and which are just doors being propped open for the future.” 

To keep those doors open, TalentBridge combines account-based marketing, personalized outreach, and community-building tactics. “We’re launching live fireside chats with executives in our target markets,” Youssif said. “It gives our sales team a value-driven reason to engage and positions us as thought leaders.” 

Medix, meanwhile, leverages industry specialization and strategic collaboration. “If one line of business has a relationship, we work together to expand into new departments,” Corley explained. “We call it collaboration of attack.” 

They also capitalize on market conditions. “Tech unemployment is higher than it’s been in years,” Corley said. “We’re helping clients understand how to hire smarter—filling roles previously sent to consulting firms with highly qualified staff augmentation talent at a lower cost.” 

Culture is the Engine of Growth 

Behind every successful strategy is a performance-driven culture. Both Corley and Youssif emphasize recognition, clarity, and accountability as key pillars. 

At Medix, top performers are celebrated through Presidents Club trips, bonuses, and visibility. “We show junior reps what success looks like. One of our best salespeople is only 27 and making over $300,000,” Corley said. “If they can see it, they can believe it.” 

Youssif instills a sense of ownership at every level. “We reward people who diagnose problems and help solve them—who want to build, not just close deals,” he said. “That’s how we create buy-in and longevity.” 

Leege summed it up: “No matter the strategy, you still have to execute. Growth isn’t magic—it’s a function of great people doing the right things consistently.” 

If you are a TechServe member and would like to view the full webinar, click here.

Listen to the podcast version of the original webinar here.

The post Winning Sales in a Shifting Market: Real Strategies for Sustainable Growth  appeared first on TechServe Alliance | IT & Engineering Staffing Resources.

In today’s rapidly evolving IT services market, traditional staffing alone often is not enough to meet client expectations. More and more firms are discovering that building a Statement of Work (SOW) offering is strategic for long-term relevance and growth.

For leaders like Anna Frazzetto, Founder and CEO of AFM Strategic Partners, the growing buzz around SOW isn’t surprising. “SOW has become a hot topic,” she explained. “But let’s set the stage clearly — this isn’t a one-size-fits-all solution. What works for one organization might not be the right path for another, and that’s okay.” 

Still, for those ready to explore the opportunity, the path is full of promise … and challenges. A group of experienced industry leaders shared candid insights from their journeys into SOW delivery, offering a behind-the-scenes look at what it takes to succeed. 

From Transactional to Strategic: Why Make the Shift? 

For some, the transition to SOW delivery was born out of necessity. Chris Beisler, Co-Founder and Managing Partner at BridgeView IT, shared that his firm’s move into SOW was triggered by a major client implementing a VMS system. “We stuck to our guns,” he said, “and once the professional services agreement came through, it was a game changer. It opened our eyes to a better way to do business.” The result? Better margins, more strategic engagements, and the ability to walk away from VMS-driven, low-margin work. 

Sam Smith, Senior Vice President at ASB Resources, echoed that evolution. “What’s happened over the years is realizing you move from a transactional mindset to a truly consultative, strategic approach,” he said. For ASB Resources, SOW has become a major growth engine. “Our SOW business is probably up 80%. It drives bigger margins, more revenue, multi-year transactions, and you’re more of a solutions provider than just a staffing person.” 

Building the Right Internal Foundation 

Transitioning to SOW doesn’t just mean changing your go-to-market approach. It also demands internal transformation — from sales strategy to operational infrastructure. As Beisler described, “We needed contracts with language that addressed procurement needs, not staffing agreements. We hired someone to run our consulting division. We created an internal PMO. These weren’t surface-level changes — these were foundational shifts.” 

Pat Patel, CEO of East Bay Ventures and former CEO of IntelliSwift, emphasized that intentional investment in delivery talent is crucial. “We ended up hiring folks who had worked for TCS, Infosys, Cognizant, and Accenture,” he said. “You need subject matter experts and strong project managers. You can’t just sell the deal — you have to deliver it too.” 

Frazzetto reinforced that perspective: “The whole intent of SOW is that you are providing a vetted team. Clients aren’t supposed to be interviewing every team member — it’s about trust in your ability to deliver outcomes.” 

The Sales Mindset Shift 

Transitioning to an SOW model doesn’t just change what you sell — it changes how you sell. “You have to go up the value chain,” said Patel. “You can’t sell large projects at the project manager level. You need to be in front of directors, VPs, and above.” 

For firms used to the fast-paced rhythm of transactional sales, SOW sales can feel slow and complex. Smith advised patience: “Start small. Crawl, walk, then run. Don’t scrap your staffing business — you can run two strategic operations. But seek out people who understand this model. Learn it. Try it. And then scale.” 

Frazzetto added that not every salesperson is built for consultative selling. “You’ll see the ones who show curiosity and capability. Those are the people you train to lead your SOW engagements.” 

Risk, Reward, and the Road Ahead 

One of the biggest questions firms ask is: is it worth the risk? 

Patel doesn’t downplay the complexity: “There are risks, especially with fixed-bid projects. But with the right client involvement, risk mitigation strategies, and contract structures, it’s manageable. We built strong delivery teams and tools to handle it. And yes, I lost some sleep — but it was worth it.” 

The upside is significant. “Clients are absolutely willing to pay more — but they expect more,” said Beisler. “SOW work doesn’t come from the same budget as staffing. It’s not governed by rate cards. It’s based on business needs — and that creates room for value-based fees.” 

That value extends to client relationships. “Offering SOW services gives us a seat at the table for broader initiatives,” said Beisler. “It elevated our relationships. We’re being brought in during the planning stage, not just asked to fill a req.” 

Smith agreed. “You’re no longer just a supplier. You become a true partner — and the word spreads within the organization.” 

Final Thoughts: Start Smart, Scale Deliberately 

The message from those who’ve done it is clear: SOW delivery isn’t just a revenue opportunity — it’s a transformational strategy. But it must be approached with intention, discipline, and patience. 

“Start with a $100,000 deal, deliver it well, and build from there,” said Frazzetto. “This is about creating annuity business, long-term client relationships, and truly moving up the value chain.” 

As Patel concluded, “80% of the market spend is on IT services. Only 20% drops to staffing. If you want to grow, if you want valuation, if you want stickiness — you have to look at SOW.” 

If you are a TechServe member and would like to view the full webinar, click here.

Register for the third webinar in this three-part series on SOW:

Members can check out our other two webinars on SOW: 

Part 1: SOW 101 – An Overview of the Opportunities and Challenges

Part 3: Launching An SOW Offering: Next Steps

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In today’s increasingly complex IT services market, firms must evolve beyond traditional staffing to stay competitive and meet rising client expectations. One of the most effective ways to do so is by expanding into SOW — statements of work. Rather than just filling seats, SOWs are about solving problems and delivering measurable business outcomes. 

As Anna Frazzetto, CEO of AFM Strategic Partners, and At-Large Director of TechServe Board of Directors, noted, “It’s not just about higher margins. What happens with SOWs is that you start becoming a trusted advisor to your client, and therefore they’re going to start coming to you even when they have staffing requirements.” 

She emphasized that this shift also helps staffing firms stand out in an increasingly commoditized marketplace. “Clients are looking for more than just bodies. They want partners who can solve problems,” she said. SOWs give you a chance to reposition your firm—from a staffing supplier to a strategic business partner. 

Additionally, Frazzetto pointed to the growing divide between procurement and business units. “The business unit wants more of a solution, not just candidates,” she explained. “Meanwhile, procurement wants to make sure that everything falls through the MSP.” Offering outcome-based services is a way to satisfy both sides—delivering results to the business while maintaining commercial discipline. 

From Staffing to Solutions: A Gradual Spectrum 

Transitioning to an SOW-based model is not an overnight shift. It’s a strategic journey that spans a spectrum—from traditional staffing, to staffing with a bow (a team covered by an SOW), to managed teams, and finally to fully outsourced solutions. Each step upward requires increased technical expertise, project management capability, and risk assumption. 

Kip Wright, CEO of Wright Path Advisors, and Vice President/President-Elect of TechServe Board of Directors, explained, “You are often able to get that business at slightly higher margins… but you’ve got to bring a different level of expertise.” 

He also emphasized that SOW work carries a different level of responsibility. Fully outsourced solutions require the provider to scope and define deliverables up front and assume all associated risks. “The implications rise in terms of benefit,” Wright said, “but the expectations also rise.” 

Risks, Rewards, and Readiness 

While the rewards of SOW work include better margins and longer-term client relationships, the risks are real. Clients expect more than candidates—they expect partners who can deliver. 

“You need to bring the how, not just the who,” Frazzetto said. “It’s not like you just show up with somebody and magically scope and size an opportunity.” 

Mis-scoping a project, both she and Wright warned, can wipe out your margin or worse. That’s why it’s essential to develop strong project scoping capabilities and to ensure technical depth within your team. “Clients expect industry and technical expertise,” Frazzetto added. “If you miss scope, you could be in the red.” 

Another challenge? Your sales team may not be equipped to sell SOW services. Selling solutions is less about transactional speed and more about consultative engagement. “This is a different level of sale,” Wright said. “It’s not about coverage and price. It’s about really building the relationship with the client so that they trust you to support their needs.” 

How to Get Started the Right Way 

For firms eager to explore SOWs, the key is to start small and smart. “Begin with the clients who already know and trust you,” Frazzetto advised. “Land your first referenceable project, then build the muscle to scale.” 

Wright added that clarity about where you want to operate on the SOW spectrum is crucial. Are you ready to manage a team? Or deliver turnkey solutions? Your decision will influence what you need to build internally—sales expertise, project managers, technical SMEs, or all of the above. 

“You’re likely to find that only 10–20% of your sales force is truly ready for solution selling,” Wright explained. “That means you’ll need to invest in structure, training, or even new roles to support the transition.” 

Frazzetto also emphasized the value of internal assessment. “Evaluate your sales team’s capability. Are they curious? Are they asking the right questions? That’s what it takes to sell solutions.” 

Ultimately, success in SOW requires careful planning, strategic hiring, and a clear understanding of your organization’s strengths. By beginning with your best relationships and focusing on specific technical areas where you already excel, firms can develop a solid foundation and grow from there. 

“It’s a journey. It doesn’t happen overnight,” Frazzetto concluded. “But when done right, it’s absolutely worth it.” 

For more details on this topic, TechServe Alliance members can watch the first in a three-part series webinar on SOW here. 

Listen to the podcast version of the original webinar here.

Check out other two webinars on SOW: 

Part 2: A Candid Conversation on SOW: Real Insights From Those That Are Doing It

Part 3: Launching An SOW Offering: Next Steps

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Skills shape careers, not certificates. More than 80% of employers now prioritize skills over formal education. This shift isn’t just a passing phase—it’s a pivotal shift in talent acquisition that mirrors the rapid evolution of industries. Companies embracing this change aren’t just surviving—they’re thriving by tapping into previously overlooked talent pools.

The pivot from credential-driven hiring to skill-based recruitment reflects a broader, strategic response to necessity. As technology advances and the gig economy expands, businesses realise that tomorrow’s winning teams are built on capabilities, not certificates.

What’s Driving Skill-Based Hiring?

1. The Rise of the Gig Economy

• The gig economy is reshaping how work gets done, favouring agility and specialised expertise over traditional structures.
• A striking 36% of the U.S. workforce now engages in gig roles—and this figure is steadily climbing. Businesses are responding by prioritising immediate results, where skills become the core currency. The focus has shifted from long-term credentials to real-time impact.

2. Technological Acceleration

Technology is evolving at breakneck speed, outpacing the ability of conventional education to keep up. 65% of hiring managers are prepared to consider candidates based purely on their skills—regardless of formal education or past job titles. This shift signals a promising era for candidates willing to upskill and adapt.

3. The Drive for Greater Diversity

Credential-heavy hiring limits diversity by overlooking capable candidates from non-traditional backgrounds. Harvard Business Review reports that skill-based hiring enhances workforce diversity by 20%, providing underrepresented groups with fairer opportunities to succeed.

4. Meeting Generational Demands

Millennials and Gen Z crave career growth and continuous learning. A remarkable 77% of Gen Z professionals foresee the need to reskill regularly to remain competitive in the evolving job market. Companies prioritising skill development align well with these aspirations, fostering loyalty and innovation.

How Skill-Based Hiring is Transforming Talent Acquisition?

1. Redefining Job Descriptions

Forward-thinking companies are reshaping job descriptions to focus on competencies and soft skills rather than rigid degree requirements. 30% surge in job postings that have dropped degree prerequisites in the past two years. This shift broadens the candidate pool and prioritises practical ability.

2. Prioritising Assessments Over Resumes

Hiring managers are increasingly favouring real-world assessments and project-based evaluations over traditional CVs. 79% of organisations now use skill tests as part of their recruitment process. This approach uncovers practical talent that might otherwise be overlooked.

3. Internal Upskilling and Development

The boundary between hiring and workforce development is becoming increasingly blurred. 50% of employees will require reskilling by 2025. Companies are investing heavily in upskilling initiatives to future-proof their workforce, ensuring internal growth matches external demands.

4. Reducing Bias in Hiring

A skills-first approach inherently reduces unconscious bias, shifting the focus from background to performance. PwC found that organisations adopting this model experienced a 30% drop in hiring bias. By focusing on what candidates can do rather than where they studied, companies build stronger, more diverse teams.

Challenges in Skill-Based Hiring (and How to Overcome Them)

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Brian Jameson, Chief Growth Officer and Co-Founder of echogravity, and Pete Newsome, Founding President, 4 Corner Resources and zengig, recently shared insights into what it takes to be found in today’s AI-powered world—and how to turn visibility into growth. 

From Blue Links to Direct Answers 

The days of relying solely on keyword rankings in search engine result pages (SERPs) are fading. Today, clients and candidates increasingly ask AI tools full, natural-language questions: “Who is the best staffing agency for DevOps engineers in Chicago?” or “How long does it take to fill a data analyst role?” These platforms respond with synthesized answers, often without users clicking on any links. 

“You can have the best recruiters and the deepest database, but if you’re not discoverable in the places buyers and candidates trust, you’re out of the running before the race starts,” Jameson explained. 

To stand out in these new search environments, firms must aim to be the answer—not just an option among many. That requires visibility not just on Google but within the AI models fueling modern queries. 

What AI Looks for: Authority, Clarity, Usefulness 

AI models don’t prioritize traditional SEO checklists. Instead, they look for contextually rich, clearly written content that demonstrates authority and provides useful answers. 

“Think about your content as a conversation, not a checklist,” Jameson said. “Is it clear? Helpful? Would you be proud to have it quoted in an AI response?” 

Content that answers specific questions in a natural tone is favored. For instance, an FAQ section on a service page that addresses hiring timelines, candidate screening methods, or market-specific expertise increases the likelihood of appearing in AI-generated summaries. 

Pete Newsome emphasized the power of storytelling to cut through the noise: “There’s so much AI-generated content out there. What it often lacks is personal stories and specific examples. Those are the things that make content stand out.” 

Technical Trust Signals Still Matter 

While AI favors high-quality, question-based content, technical fundamentals are still critical. Structured formatting, proper schema markup, and fast, mobile-friendly site performance are all “signals” that help AI and search engines trust and elevate your content. 

Newsome underscored the importance of not skimping on technical setup. “You can have the best-looking website, but if it’s slow or poorly structured, you’re essentially showing up to a client pitch in sweatpants,” he said. 

Reviews, backlinks, and third-party citations are also important credibility indicators. Platforms like Google Business Profiles and review aggregators are easy wins that amplify your authority and reinforce your brand. 

Niche Focus Wins 

Trying to rank for everything is a losing strategy. The key to visibility is owning your niche. That means doubling down on specific industries, technologies, or geographies where you excel and making sure your expertise is reflected consistently across your content. 

“Everyone can say their customer service is great. Everyone can say they have a big database. But if you specialize in placing data engineers for fintech companies, make that clear and consistent everywhere,” said Jameson. 

Newsome added, “I didn’t take that advice early on, and it limited us. If you’re trying to be everything to everyone, search engines and AI tools can’t figure out who you are and what you should be found for.” 

Updating old content is another powerful tactic. Blogs and pages from previous years can be refreshed to reflect new data and search behavior, giving existing assets new life and improved visibility. 

Leveraging AI for More Than Just Visibility 

Being found is step one. The real growth lies in converting that visibility into business value. AI tools can accelerate sourcing, screening, and business development in unprecedented ways.

Newsome shared how his firm uses an emerging platform to automate business development. “It identifies job openings, researches hiring managers, scrapes public data, and sends tailored outreach—all without human input. It’s doing things that weren’t even possible six months ago.”

“We used to struggle with no-feedback black holes for candidates. Now, everyone gets contacted immediately. It’s game-changing,” Newsome added.

A New Era of Competitive Advantage 

Ultimately, firms that adopt AI and use it thoughtfully, both to increase visibility and improve operational workflows, will lead the pack. 

“The recruiter using AI will beat the one who isn’t,” Jameson concluded. “You don’t have to do everything, but you can’t afford to ignore this.” 

In a search environment where speed, authority, and relevance determine visibility, staffing firms must shift their digital strategies to stay competitive. Whether optimizing for AI discovery or using it to streamline internal workflows, the message is clear: adapt now, or risk being left behind. 

The full webinar is available here.

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Digital transformation isn’t plug-and-play. Here’s how to re-align your stack before it stacks against you.

The Promise (and Problem) of Digital Transformation

In staffing, tech tools are everywhere and multiplying fast.

I know this because I’ve built a few of these tools over the years.

Tools for sourcing. Tools for outreach. Tools for screening, nurturing, tracking, automating, marketing…

We’ve entered the era of “digital transformation,” but for many staffing firms, that transformation has felt more like fragmentation.

Despite the spend, many agency owners are feeling the pain of disjointed workflows and confused teams. 

Why? Because buying more software doesn’t guarantee better results. And plug-and-play rarely plays well without a strategy.

More Tools, Less Impact

When your stack grows faster than your strategy, here’s what usually follows:

• Duplicate processes across systems
• Low adoption due to unclear purpose
• Messy data from disconnected workflows
• Slower decisions because nothing’s centralized

In theory, these tools are supposed to streamline the hiring journey. In reality, they often create more work, not less.

The lines between tool A and tool B are sometimes blurred which only adds to frustration on both sides of the desk and the person cutting the checks.

So how do we address this?

The Missing Layer: Orchestration

Orchestration isn’t integration. It’s alignment. It’s the intentional design of how your tools, teams, and workflows work together toward a shared goal.

Something I still see is a desire to level-up a tech-stack with no real plan on how it can impact existing and future workflows and processes.

Think of your tech stack like a symphony. Each tool is an instrument, but without a conductor and a score, you don’t get music. You get noise.

Staffing teams need more than APIs. They need orchestration: clear rules, shared logic, and defined roles for each part of the stack.

Start with the Whiteboard, Not the Wallet

I have said this for years pertaining to marketing and automation: the hard work happens on the whiteboard. The implementation is the easy part. And the same holds true for your tech stack.

What this really means is that diagramming a process doesn’t happen in the tool, it happens outside of it. Depending on your tech stack, this can take a few hours or a few days, but the time put in sharpening your plan pays off in spades when you implement your toolset.

Here’s a simple framework to assess and realign:

• Map: List each tool with the people who use it, the process it supports, and the purpose it serves. I like to put these on sticky notes so you can move them around on the whiteboard.
• Scorecard: Identify redundancies, underused tools, and areas where manual effort is still required. Draw lines between stickies and start to understand the overlaps, gaps and those impacted.
• Align: Stack-rank each tool’s business value, not just its features. Does it support a core priority? Does it reduce friction for your team or candidates or clients? This is where you’re critical – if something you currently own isn’t fitting; it might be time to say goodbye.

This is where transformation actually begins.

There is an underlying thought with the purchase of every new piece of tech that ‘it will just fix the problem..’ but the reality is that tools are only effective when they’re used the right way.

Quick Wins for Better Orchestration

You don’t need to blow up your stack to regain control. Start here:

• Assign an internal owner of orchestration (your conductor to stick with the music theme) someone who understands process, not just tools. In my experience this is an operations person who sees what’s going on in your ATS, automation tools, vendors and analytics.
• Build playbooks that connect tools with workflows. Don’t assume automation happens magically. 
• Rethink automation as intentional design, not “set it and forget it.” It’s a continuing process that you should keep iterating upon.
• Measure tool impact, not just usage. If it doesn’t drive candidate flow or recruiter efficiency, it might not belong.

Final Thought: Transformation is a Team Sport

Vendors will keep selling transformation as if it’s a product. But in staffing, the real edge comes from orchestration – from building a tech stack that serves your people, not confuses them.

Digital transformation isn’t about how many tools you have. It’s about how well they work together. The best stacks don’t feel like tech at all – they feel like flow.

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Moving into the second quarter of an undeniably challenging year, TechServe CEO Mark Roberts sat down with Subadhra Sriram, founder and host of Workforce Observer Podcast, to share his perspective on where the industry is now, and where we’re going. 

Current status: It’s complicated 

Roberts points out that the current state of the industry must be viewed with some perspective. 2024 began under the continuing cloud of a potential recession. Geopolitical tensions were multiplying. And domestically, the election campaign was well underway and cast a pall over business decision-making. Additionally, the sector was still resetting after back-to-back high-growth years. “During the post-COVID high, the median firm in our industry showed double-digit growth two years in a row,” says Roberts. “That’s just not sustainable.” 

The market has been correcting for the over-hiring that took place in post-COVID years. Revenue for the IT staffing industry is either flat or down for most firms, and unfortunately, 2025 has not offered much relief so far. There’s upheaval in Washington, and a great deal of uncertainty around the shift in policies impacting the economy. 

Uncertainty isn’t a good thing for any industry, and it is certainly causing demand-side pressure in ours. “People don’t know where to place their bets,” Roberts says. As a result, budgets aren’t being released, or worse, they’re being scaled back. Non-essential spending is being cut.  

On the supply side, the availability of talent isn’t without challenges, either. Given the uncertainty, more people are choosing security and stability, staying where they are. “Anytime movement of talent is restricted, and people are frozen in place,” Roberts says, “it’s not good for the industry.” 

What does the future hold? 

“There’s one thing I know about the future with 100% certainty: it’s going to be different,” Roberts says. “But saying that, I’ve never been one to adopt overly optimistic or pessimistic views.” 

The biggest present-day hurdle, in Roberts’ view, is anemic client demand. He sees it in the data TechServe gathers from industry stakeholders. And that data tracks with information from the filings of publicly traded firms. 

Compounding that challenge, clients are looking for firms to do more. It may be SOW work or managed services. It may be higher-level consultancy and a deeper level of understanding of their business: an expectation that IT staffing firms will do more than just provide a consultant with the needed skill set. Additionally, there’s an increasing level of competition from more traditional consulting firms to offshore resources.  

This isn’t to paint a doom-and-gloom picture, however. For Roberts, it simply means that companies need to do a better job of differentiating themselves in the marketplace. 

“The old line, ‘We provide wonderful people and great service,’ that’s not going to cut it anymore. What do you bring to the table that is unique or at least special? Why are you the go-to resource for your clients?” 

The nature of the staffing industry is such that some companies will do very well, while others just manage. But Roberts points out one fundamental truth: “If you can solve your clients’ problems, that’s the recipe for success.” 

What about AI? 

“I would say that it’s probably overhyped in the short term, but underhyped in the long term,” Roberts says. 

AI certainly offers the opportunity to automate manual tasks, improving efficiency for firms of all sizes.  

On the other hand, there is the risk that AI may enable more clients to engage in direct sourcing, eliminating some business for the staffing sector. And of course, some IT functions – basic coding, for example – could ultimately be replaced altogether by AI. Arguably, the risk is lower for the U.S. in that respect than in some other areas of the world that rely on lower-cost labor as their primary value proposition.  

Businesses are simply not yet at the point where humans can be replaced by AI at scale. But there is certainly a lot of investment in some quarters in leveraging AI and automation. Which, of course, leads to even more uncertainty going forward. 

“I don’t think anyone who says with confidence that they know where we’ll be with AI in five or ten years, truly knows what will happen.” 

In closing: Advice for growing your staffing business 

Leading a staffing company can be a lonely and isolating role with seemingly endless front-burner priorities.  

The best advice Roberts offers is this: leaders should pull away from the day-to-day periodically to take the opportunity to think strategically about the industry, their business, and their path forward; To connect with others, learning from their mistakes and successes.  

This is the primary objective of the opportunities for collaboration that TechServe Alliance provides. From the annual conference, TechServe Alliance Executive Summit, to the virtual roundtables, peer-to-peer networking and education is at the core of the organization’s work — facilitating knowledge sharing between industry colleagues with the goal of accelerating growth and profitability.  

In a climate of uncertainty, TechServe Alliance strives to provide a stable touchpoint and resource for the industry firms. “We define our success by the success of our members and stakeholders. If they’re better at what they’re doing, able to grow more, and able to serve their clients better … that, for us, is success.” 

To listen to the full podcast, click here.  

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For staffing and recruiting firms, the SEO game has changed. It’s no longer just about ranking on Google for a few high-volume keywords. Now, your brand needs to show up in answers, the kind generated by tools like ChatGPT, Bing Copilot, Claude, Google Gemini, and more.

Your clients and candidates aren’t typing in simple keyword searches anymore. They’re asking questions, looking for summaries, and expecting intelligent, synthesized responses. And if your content isn’t optimized to be part of those answers, you’re invisible.

So no, SEO isn’t obsolete. But it is evolving. Fast.

Let’s dive in on what that means, and how your staffing and recruiting firm can stay visible in both traditional and AI-powered search within the staffing and recruiting industry. If anything, AI is making SEO more important, and more sophisticated.

Let’s Get Definitions Out of the Way

First things first. When we talk about SEO, we’re referring to the decades-old practice of search engine optimization. That means crafting your website’s structure, content, and meta information to achieve maximum visibility in search engines like Google and Bing. Traditional SEO relies heavily on:

• Keyword usage
• Domain authority
• Page speed
• Internal linking
• Backlinks

But now we have a new player: AI-powered search.

Unlike keyword- or key phrase-only engines, AI search tools like ChatGPT, Perplexity, Bing Copilot, and Gemini go beyond terms and phrases. They understand user intent, natural language, and semantic relevance. These tools generate synthesized responses using context, relationships between entities, and language models trained on millions of documents.

From a business standpoint, the goal isn’t about ranking for a term; it’s about being the source of an answer.

The Shift Is Already Happening

Google still dominates search behavior. But that dominance is starting to shift.

A 2024 study sponsored by the U.S. Census Bureau and the Bureau of Labor Statistics found that:

• 40 percent of people in the U.S. have used generative AI
• 24 percent use it weekly
• By 2027, 90 million people are anticipated to prefer AI tools as their first choice for search

So, the smart play is to prepare for today and tomorrow.

Our position at echogravity is that core concepts like search intent that have been in play since the earliest days of online marketing are still relevant. Your content needs to:

• Focus on the needs of your target audience (i.e. What are they seeking? How can you provide information to their questions as well as essential services?)

SEO and AI Search Are More Alike Than You Think

Despite the panic in some corners of the marketing world, the core of what makes good SEO hasn’t changed. Serve the audience well. Answer their questions. Be helpful and trustworthy.

That’s just as true in an AI world as it is in Google’s algorithm.

What’s different is how those questions are being asked and how those answers are being selected. Your content has to reflect not just what your audience is searching for, but how and where they’re doing it.

Instead of typing “IT staffing firm Chicago,” someone might ask ChatGPT:
“What’s the best IT staffing agency in the Midwest that can place contract developers fast?”

That’s not just a keyword. It’s a full prompt. And if your content isn’t optimized for that kind of query, you’re invisible.

Audit Your Content with an Eye on AI

Not sure where to start? Here’s a guide on how to audit your staffing website for visibility and lead generation.

One place to start… bring back the long-tail mindset. A few years back, you may recall your marketing agency or marketing team obsessed over long-tail keywords? That concept is back with a twist.

Today, instead of just targeting niche phrases, we’re optimizing for natural language questions and conversational queries. That’s how users talk to AI.

Your content should include direct Q&A formats that mirror how real people ask for help. Focus on key areas of your site:

• FAQs
• Service pages
• Case studies
• Blog posts
• Homepage sections

Common questions your audience might be asking include:

• What’s the ROI of using a staffing agency vs. in-house hiring?
• How long does it take a staffing agency to fill a role?
• Can a staffing firm provide pre-vetted candidates?
• How do staffing agencies handle compliance and background checks?

If these aren’t already present, you’re leaving visibility on the table.

Where Technical SEO Meets AI Optimization

To bridge the gap between traditional SEO and AI visibility, implement updates that speak both languages.

Add Structured Data (Schema Markup)

Structured data helps you tell both search engines and AI what your content is about. It’s a foundation for rich snippets and AI interpretation.

Prioritize adding:

• FAQ Page schema for Q&A sections
• Organization, LocalBusiness, and Article schema
• JobPosting schema if you post openings
• WebPage, Breadcrumb, and Review schema where appropriate

Turn to your marketing agency for help here, and there are tools like Yoast that make implementation manageable.

Optimize for Semantic Relevance

AI models connect entities and concepts rather than just matching keywords.

Use semantic keyword clusters around your core services.

For example, instead of only repeating “sales staffing agency,” add context through phrases like:

• SDR hiring

• On-demand sales talent
• Ramp-up staffing for new markets
• Hiring contract reps for sales pilots
• Reducing time to productivity for sales hires

Design for Answer Extraction

AI tools and Google both favor content that’s easy to parse and summarize.

Use these techniques:

• Place key questions in H2s or H3s
• Write clear, 2–3 sentence answers
• Format key points as bullet lists
• Add TLDR or summary boxes at the top of important pages

This makes your content easier for AI to extract, and it improves the user experience for human visitors.

Build Topical Authority

Both traditional search engines and AI reward depth and relevance. If your firm specializes in logistics staffing, build out content clusters like:

• A logistics staffing services page
• A blog on reducing warehouse turnover
• A case study showing how you cut time-to-fill
• An FAQ about workforce availability in key regions
• A guide to compliance and safety certifications

Link these pieces together to strengthen both SEO and topical trust.

Strengthen Backlinks and Engagement Signals

AI search engines don’t just analyze what you publish. They also assess your content’s credibility based on third-party validation and engagement.

Focus on:

• Getting backlinks from authoritative industry sites
• Listing your agency on directories like Clutch, UpCity, and SIA
• Maintaining a complete, verified Google Business Profile
• Earning and showcasing reviews and testimonials
• Take the time to review the backlinks in your content:

• Is it still active? (You’d be surprised how many 404 errors you might find.)
• Is it still timely? (Is there a more recent/updated link that would be more valuable?)
• Is the authority of the linked site valuable?

These efforts help you rank better and improve your chances of appearing in AI-generated results.

AI + SEO: The Thought Leadership Advantage

We are content marketers after all, so it probably comes as no surprise that, in our opinion, quality content is the most straightforward path to differentiating your staffing business.

Content marketing has always been about producing content that, first and foremost, serves your audience by delivering something of value – and then ensuring that content is optimized for search. In other words, create quality content first, then add the SEO juice to your marketing elixir.

It was never about coming up with a list of keywords and then trying to tie them together into a coherent thought. That commitment to quality is more important than ever. Generative AI is looking for thought leadership and case studies to draw upon. Again, this is where SEO and AI search play nicely together.

Generative AI doesn’t “scrape” content in the traditional sense but instead indexes, interprets, and synthesizes information from various sources, including blog posts and case studies. Your marketing team is going to ensure that your published content is optimized for traditional search (still the king, remember) but you can also optimize for AI. Instead of just reading keywords, AI analyzes context, intent, and structure to understand the meaning behind the text.

Content that performs well in both includes:

• Authoritative blogs that answer common client queries with clarity, stats, and structure
• Case studies that show your impact with clear outcomes and metrics
• Industry commentary and well-researched insights
• Client testimonials and use-case narratives
• Clean formatting with organized headings and logical flow

AI doesn’t scrape content the way traditional bots do. It interprets context and meaning. That means fluff, keyword-stuffing, and vague claims won’t get you far.

A Final Thought. SEO Isn’t Dead. It’s Just Sharing the Limelight.

If you’re running a staffing or recruiting firm, SEO still matters. But it’s no longer just about keywords and rankings. You need to prepare for a world where AI is shaping how buyers discover, evaluate, and engage with agencies like yours.

The smart move is to build content and structure that works in both environments. Be the answer someone gets whether they type a question into Google or ask ChatGPT for a recommendation.

We’re already seeing our clients generate qualified leads coming from AI. If you want to get ahead of the curve, future-proof your content, and make your brand discoverable in any search format, let’s talk.

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Q1 2025 Business Climate

Business conditions remained mixed, with many members reporting a slower first quarter compared to late 2024. While some saw positive momentum, others experienced hiring slowdowns, contractor conversions to full-time roles, and extended time-to-hire cycles. There was a notable shift toward selective hiring and a cautious market approach. 

AI’s Impact on Hiring & Workforce Trends 

• AI-related roles are growing in demand, but companies are primarily upskilling existing engineers rather than hiring dedicated AI specialists. 

• Businesses struggle to define AI job descriptions, and AI adoption varies by industry—healthcare, for instance, remains slower in implementation. 

• AI is making individual developers more efficient but raises concerns about long-term job security in software engineering. 

• Some staffing firms are using AI tools for candidate screening, training, and outreach, while a few have developed custom AI solutions. 

• Despite concerns about job displacement, many believe AI will shift workforce needs rather than eliminate jobs. 

• The rise of AI is driving demand for new roles such as Prompt Engineers and AI-fluent Business Analysts. 

• Critical thinking and understanding of business processes are becoming more valuable than just coding skills. 

AI Tools & Data Challenges 

• Firms are experimenting with AI sourcing tools to enhance recruiting efficiency, though adoption remains a challenge. 

• LinkedIn’s crackdown on data scraping tools like Apollo and Seamless is impacting sourcing strategies. 

• Securing proprietary data and preventing exposure via AI tools like ChatGPT is becoming a priority for some clients. 

Remote Work & Market Shifts 

• The demand for US-based software engineers is uncertain, as companies explore global hiring options facilitated by new payroll solutions. 

• Network engineers and DevOps professionals remain in demand, while IT hiring overall remains subdued. 

• Remote work expectations are evolving, with some developers becoming more flexible while others continue to demand fully remote positions. 

• Some firms are diversifying beyond tech, placing professionals in legal and education sectors. 

Sales & Hiring Challenges

• Companies continue to face difficulties in hiring and retaining sales talent, particularly regarding compensation structures and training investment. 

• The debate continues over hiring from within the industry versus bringing in sales professionals from other sectors. 

• Some firms reported challenges with onboarding and retaining sales hires, with long lead times before new hires become profitable. 

• New sales hires are expected to cover costs within their first year, but real ROI often comes in years 2-3. 

Statement of Work (SOW) & Business Model Shifts 

• Firms exploring SOW work emphasized its advantages over traditional staffing, such as higher profit margins and deeper client relationships. 

• However, transitioning to SOW requires a different sales approach, and firms noted that growth in this area has been slower than some industry reports suggest. 

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After four decades of leadership in IT staffing, Consultis’ Managing Partner Jamie Delsing is stepping away from day-to-day IT staffing operations to launch CSG, an executive search firm helping staffing companies recruit elite sales, recruiting, and leadership talent.

In alignment with this change, all IT service agreements and active client engagements from ConsultisIT are now being transitioned to PeerSource. This move ensures continued, uninterrupted service and offers clients the benefit of working with a highly respected and specialized IT staffing & recruiting provider.

“This decision is deeply personal. PeerSource is not only a proven partner but a trusted relationship I’ve had for years,” said Jamie Delsing. “I’m confident they’ll carry forward our legacy of excellence with integrity, transparency, and care.”

John Snellings, CEO of PeerSource, sees this partnership as an opportunity to build on a strong legacy and deepen PeerSource’s impact in the IT staffing space.

“We’re honored to take the baton from ConsultisIT,” said Snellings. “Our goal is to make this a seamless transition while providing the same high-quality service, responsiveness, and tech talent solutions that clients have come to expect.”

As ConsultisIT steps into this next chapter, its legacy continues through PeerSource’s commitment to people-first staffing, and CSG’s mission to empower the staffing industry from within.

Trevor Richards, Director of Client Services at PeerSource, will lead the integration and ensure continued support for valued clients and consultants from ConsultisIT.

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How Uncertainty is Impacting the Tech Staffing Industry

The IT and engineering staffing industry continues to navigate a landscape of uncertainty.

On March 20, 2025, TechServe Alliance CEO Mark Roberts and Jim Janesky, Principal Forest Advisory LLC and Investment Bank, delivered the highly anticipated Q1 State of the Industry (SOI) update. This interactive webinar provided a data-driven look at the economic, employment, and policy shifts shaping the industry. A central theme emerged from both the speakers and live poll participants: market conditions remain sluggish, with demand hindered by widespread uncertainty about the future.

The overwhelming majority of participants in real-time polls responded that the current market for IT/engineering services was “slow” with 54% responding that the market is either down 0-10% or flat to date in 2025. Sixty-nine percent attributed the anemic demand for IT/engineering staffing and direct hires to an uncertain future.

Uncertainty Impacts Economy and Industry

So, what’s causing this chill? According to Roberts: Uncertainty.

“There have been 92 executive orders, certainly a record, to eliminate or bare-bone a number of agencies. And then the Department of Government Efficiency has resulted in a firing of employees across multiple agencies. None of this is to cast an opinion one way or another, but just to share that this is really reflecting a lot of change very fast and, consequently, resulting in uncertainty among businesses,” Roberts said.

Employment-based, high-skilled, immigration has generated an internal debate within the administration, with Elon Musk supporting H-1B visas and deputy policy advisor Stephen Miller opposing. At the same time, the new Attorney General Pam Bondi and Secretary of Homeland Security Kristi Noem have taken quick action to enforce immigration laws and initiate deportations. Roberts said, “Although [immigration enforcement has] been focused on the undocumented or lower skilled workers, we fully expect some of that to creep into the higher skilled skill sets as well. . .. USCIS will once again likely focus on fraud detection versus processing speed.”

The new Labor Secretary Lori Chavez-DeRemer has promised support for legal, employment immigration and more favorable actions for employers related to independent contractors and overtime regulations.

In the last days of the previous administration, DHS finalized the long-awaited Modernizing the H-1B Visa program regulation. The Final Rule includes many changes supported by TechServe. Roberts said, “There are some favorable developments on that front in terms of definition of specialty occupation, a Bonafide job offer, but again, they have continued to distinguish with third party placements, something for us to watch for additional issuance of policy guidance and certainly in any legislation.”

Economic and Employment Landscape: Cyclical vs. Structural Trends

Roberts gave an overview of the economic and employment landscape, looking at the data for cyclical trends and structural trends. Roberts explained that while Inflation has declined, it remains “sticky;” GDP is down from the all-time high at mid-year 2024 as Q4 came in at 2.3%, but still decent; jobs added in February were modestly below expectations but respectable. He noted that the JOLTS report shows a 1 to 1 ratio of available jobs to job seekers— down from the 2 to 1 high in the immediate aftermath of the pandemic the jobs market moves in balance.

With the overall unemployment rate holding at 4.1%, we may be seeing a structural shift to perennially tighter labor market. Roberts said that unemployment rates in IT and engineering remain low at 2.7% and 2.4%, respectively.

For many open positions, there is a lack of workers with the requisite skills. The skills gap will continue to be a challenge for the IT and engineering staffing industry. Roberts added, even though labor feels a little more plentiful, there remains secular or structural trend of lack of sufficient talent to meet the needs of businesses.

So, What Does this Mean for the Industry in 2025?

Jim Janesky provided his overview of current trends and presented the forecast for IT and engineering staffing industry.

Janesky said, “I agree . . . that uncertainty certainly is the overriding theme right now, both in the economy and within the staffing industry as a whole.” He discussed a wide range of factors impacting the industry and the economy, including the stock market, tariffs, deep government funding cuts, looming layoffs in government and in the private sector. He predicted a continued decline in GDP, largely influenced by consumer spending. Additionally, AI will not only influence labor markets but supporting data centers will significantly increase power demands increasing consumer utility costs.

He also agreed with Roberts’ prediction regarding pockets of growth for new job orders, a leading indicator of eventual placements and IT staffing revenue, “So for 2025 we expect to start off as a choppy year” So, what is overall going on? Just like the stock market, corporate decision makers hate uncertainty and we’re unlikely to see budgets at companies increase or get released until there is more economic visibility. “I think that does revolve around tariffs more than anything right now.”

Roberts concluded, “We see some signs of improvement, projecting 1–3% growth in the IT staffing sector. Still, we expect that performance will be choppy throughout the year and uneven across firms. Clarity on policy issues and their impact on business confidence will be critical for us to see meaningful and sustained improvement.”

TechServe Alliance members can access the recent State of the Industry: A Quarterly Webinar Series here.

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In recent years, LinkedIn has become a powerful platform for recruiters to establish and grow their personal brands. As we navigate through 2025, the importance of a strong personal brand is more significant than ever, with individuals and businesses alike striving to enhance their visibility and engage meaningfully with their networks. Recruiters without a strong personal brand will lose business to those who have invested in building their presence.

Here are some of the common barriers that recruiters face when building a personal brand on LinkedIn, and how they can overcome these challenges effectively.

Understanding the Barriers

One of the most prevalent challenges in personal branding is the fear of judgment. Many people hesitate to post content due to concerns about potential criticism or feeling like they’re not enough of an ‘expert’ to share insights surrounding their niche. This fear often stems from a desire for perfection, making it easy to procrastinate posting content.

Another significant barrier is being overwhelmed by the idea of starting from scratch. The idea of going from rarely posting to consistently creating and sharing content can seem daunting, especially when comparing oneself to established influencers with polished and engaging posts. This comparison often leads to imposter syndrome, which gets in the way of progress.

6 Strategies for Overcoming Challenges

1. Shift in Mindset: Embracing a positive outlook is crucial. Instead of focusing on what could go wrong, consider the benefits of sharing insights and experiences. Recognize that every professional has unique experiences that can add value to others. By shifting the focus from fear to opportunity, recruiters can begin to see LinkedIn as a platform for growth and connection.

2. Progress Over Perfection: Understand that done is better than perfect. The goal is to consistently show up and share content, rather than waiting for the perfect post. Regular engagement is key to building a credible personal brand. Over time, this consistent presence will lead to increased visibility and recognition within your network.

3. Engage with Your Network: Start by joining conversations and commenting on others’ posts. This not only builds confidence but also increases visibility within your network. Engaging with peers can lead to meaningful interactions and connections, fostering a sense of community and support.

4. Target Audience Focus: Ensure that your content is relevant to your target audience. Regularly assess your connections and remove those that do not align with your professional goals. This ensures that your content reaches the right people and receives the attention it deserves. Tailoring your content to the interests and needs of your audience will enhance its impact and effectiveness.

5. Leverage Community Support: Utilize the support of colleagues and peers. Before posting, seek feedback to alleviate apprehensions. Encourage colleagues to engage with your posts to foster a supportive community environment. This collaborative approach not only enhances the quality of your content but also strengthens professional relationships.

6. Consistency is Key: Like any long-term endeavor, building a personal brand requires consistent effort. Regular posting and engagement will gradually yield results, much like a fitness journey. By committing to a routine of content creation and interaction, individuals can steadily build their brand and expand their reach.

The Role of Leadership

Recruitment leaders play a crucial role in encouraging personal branding within their teams. By supporting and engaging with team members’ content, leaders can significantly boost morale and participation. This collective effort not only benefits individuals but also amplifies the company’s brand. Encouraging a culture of sharing and collaboration can lead to a more dynamic and engaged workforce.

Building a personal brand on LinkedIn is a journey that requires overcoming initial fears and embracing a mindset of growth and engagement. By focusing on progress, leveraging community support, and maintaining consistency, recruiters can effectively enhance their personal brand, generate more business, and achieve success in 2025. As the market evolves, those who invest in their personal brand will be well-positioned to capitalize on emerging opportunities. The journey may be challenging, but the rewards of a strong personal brand are well worth the effort.

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Market Dynamics: A Surge in Buyers Amidst Hesitant Sellers 

IT staffing industry performance has been anemic with IT employment declining year-over-year in 2024, according to the Monthly TechServe Alliance IT Staffing Index and Technology Staffing Dashboard.  This follows 2023 where the median firm contracted by 4.6% according to the TechServe Alliance Operating Practices Report.  In response, companies are increasingly seeking growth through acquisitions, intensifying competition among buyers. 

 While there are a large number of potential buyers, many potential sellers have been sitting on the sidelines. The same market conditions hindering organic growth—such as economic uncertainty and flat or declining profitability—have caused many business owners to hesitate putting their companies up for sale.  Many of these sellers are hoping for the return of the historical highs in revenue and earnings we saw in 2021 and 2022. This reluctance to sell among many has led to a supply-demand imbalance: a plethora of active buyers vying for a limited number of available firms. 

Implications for Sellers: Capitalizing on a Favorable Market 

For IT and Engineering staffing firms contemplating a sale, the current market presents a unique opportunity. The strong demand from buyers, coupled with the scarcity of sellers, has created a seller’s market where valuations are elevated for good companies with increasingly favorable deal terms. Companies entering the market now often receive multiple offers, enabling them to negotiate a better sale price and more a favorable deal structure. 

This trend is underscored by the recent sale of IRIS Consulting Corporation (Minnesota) to Georgia-based Javelin Consulting and Staffing, which garnered interest and offers from multiple buyers, through the TechServe Alliance M&A Marketplace Program.   The program also this past month facilitated the sale of a Midwest firm to a New York-based acquirer after the buyer evaluated multiple offers. 

Strategic Considerations for Potential Sellers 

Business owners contemplating a sale should consider the following to maximize their enterprise value and receive favorable deal terms: 

1. Strong Financial Documentation: Ensure that financial records are thorough and transparent, providing potential buyers with confidence in the firm’s stability and profitability. Financials should follow industry-standard format making it easy for a prospective buyer to glean the financial health of the company. 

2. Operational Efficiency: Streamline operations to highlight the firm’s capability to maintain profitability, even in the face of challenging market conditions. 

3. Client Diversification: A diversified client base makes a firm more attractive by reducing dependency and the associated risk with reliance on revenue attributable to only a handful of clients. 

4. Scalable Processes: Implement processes that can easily scale, appealing to buyers looking to expand the business further adding to the potential synergies of an acquisition. 

Conclusion 

The current landscape of the IT and Engineering staffing firms presents a compelling case for owners considering a sale. The combination of numerous active buyers and a limited number of sellers has created a market favorable to those willing to consider the sale of their business.  In many cases, enhanced multiples can make up for earnings (EBITDA) not being at a firm’s historical peak.  By strategically positioning your firm and capitalizing on an M&A market favorable to sellers, business owners considering an exit have the potential to receive a premium for their company along with favorable deal terms. 

To learn more about today’s M&A market for IT & Engineering staffing firms and explore the valuation of your business, please reach out to John Larson or Steve Norris, consultants with TechServe Alliance’s M&A Marketplace team.

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