Gabriel Florea, CEO Geologic HR answers your questions

Part two

We talked last week with Gabriel Florea, CEO of the personnel leasing agency Geologic-HR in Romania. Gabriel answered a series of questions, which were addressed in many business meetings, and we thought to sum them up in a blog post. Find below the second part of the interview

We talked last time about trends and what it implies to recruit temporary blue-collar workforce. Today we would like to ask you what are the biggest risks of this business model? Does it have any benefits?

This business model is safe, legal and profitable for our clients. Orders are very clearly defined, salaries are calibrated with those in the delegation unit, and transparency is total in terms of personnel management.

There is an area of financial risk, which derives from the cost of the employment file. A failed delegation and a large staff turnover will lead to an increase in the internal cost (employment file), perhaps even to financial losses.

I think that, once you get the reputation of a serious employer and a good payer, you become one of the first options among those interested in a job. Even in times of staff crisis.

Can your agency invest in training and developing your employee’s blue-collar skills? What is your opinion on lifelong learning?

Unfortunately, we cannot offer training schemes for our blue-collar workforce as legal and structural procedures have to be taken into account, as we do not held a school license or training license. However, we identify and recommend training institutions to all our potential candidates. We are also open to pay for our blue-collar employees trainings. The behavior of our candidates and the benefits services are constantly changing and these are closely linked to economic and social developments. The adaptability to ease each-ones work is the key element in the evolution of the business.

Regarding your question referring to lifelong learning, we learn internally how to identify the needs of those we address, how to understand and confirm them, how to satisfy them and how to avoid falling into a process routine. We have developed patterns of learning from practice, we are in a permanent analysis of staff at all hierarchical levels, to identify values and recommend third party training programs or career programs. In fact, we are willing to send our contracted personnel to paid trainings covered by our agency. This is how we think pro-actively towards developing their skills. 

Is staff leasing a good option only for times of crisis or even in times of economic growth? Why? How are the two periods similar and how do they differ?

The crisis period and the period of economic growth are similar in the fact that there is a need for staff, for a certain period and that the most efficient way to access this staff is by using specialized companies like our agency.

Efficiency derives from the fact that it is not necessary to invest in the development of a database, in the cost of supporting recruitment and selection sessions, staff administration, etc.

Usually, the most important reason for resorting to personell leasing  companies is related to the fact that changing an organization chart requires time and a lot of approval. Once the organizational chart is changed and the internal staff is hired, the flexibility to increase and decrease the number of people according to needs disappears almost completely.

The crisis period and the economic growth period are distinguished by the fact that in case of a economic crisis you do not have a clear projection on the staffing needs, the number of people fluctuating depending on the factual situation of each reference moment. In the case of economic growth there is predictability, the variations being considerably smaller compared to the scenario of a crisis.

Personnel leasing is a good option for both situations. This form of staff delegation leads to very large savings in terms of time and money.