A law firm with a benefit offering below the New York law firm benchmark, no HR person on staff, no formal recruitment strategy and no employee development plan was struggling to attract top lawyers and paralegals, and to keep top producers. This was affecting their stability, employee morale, and ultimately, their bottom line. After losing one of their highest billing attorneys and a key associate to a larger firm with more robust benefit offerings, they realized they needed to make an immediate and drastic change to recruit and retain quality employees.
CPA Simplifies HR
During a complex acquisition, a CPA Firm also faced the daunting task of elevating their employee benefit offerings while maintaining compliance every step of the way. The CPA Firm was struggling to manage their growth and provide managers and employees with a self-service model.
Real Estate Agency
Thanks to organic growth and acquisition, a real estate and property management company had experienced tremendous growth in a short time. Assimilating a new culture across multiple states and locations and consolidating multiple vendor relationships inherited via acquisitions was proving difficult. The firm also faced the challenge of restructuring benefits programs to meet the needs of acquired employees and employees located in different healthcare markets. And, with employees working in multiple properties, a sophisticated job costing structure and reporting was also required.
Investors challenged the management of a New York-based technology firm with aggressive first-year growth goals. To achieve those goals, leadership needed to focus on developing products and hiring the best staff. They wanted to offer a benefit package designed to meet the demanding needs of Silicon Alley firms, but as a growing company they were concerned about benefit compliance. Investors were less concerned with growing pains and administrative challenges – they simply wanted to see results.
PEO Case Study: Speciality Wholesaler
A specialty wholesaler representing many brands and manufacturers, coordinates their delivery to the market. Headquartered in New York City, they also have employees in Florida, California and New Jersey. The group had received a substantial increase to their then current health plan and had little or no contact with their insurance broker. Their colleague, a satisfied client, referred us to the company. Frustrated with the changes in healthcare in their markets, the wholesaler was open to meeting with the new broker to discuss alternatives to their current model.
A multi-state non-profit lacked a single point of contact in the organization for all HR issues. When they contacted their CPA regarding an increase in their medical plan costs we goyt the call As discussions began, our PEO learned that the nonprofit had purchased an online payroll system but had not fully implemented it. They had been seeking solutions one by one, using their staff’s valuable time, not realizing that these needs could be addressed holistically.
A busy medical surgical group with multiple offices in Brooklyn and NJ needed better benefits and pricing than their current PEO was providing – but they couldn’t disrupt their current processes. Their health insurer, Careconnect, was exiting the market and the nearest plan was 20% more expensive. Also, nearest plans offered were narrow networks with restrictions for NJ location and for depenendt students studying away from home.
Business Services: Multi-National Recruiting Firm Needs Partner As It Expands Into U.S. Market
A well-established British executive recruiting firm had multi-national operations throughout Europe, Australia, and New Zealand. As they prepared to expand into the U.S. and Asia-Pacific markets, they sought out a partner the help them navigate the complex employment environment in the U.S.