Q:As we wrap up here Scott, I would first like to thank you for working with me. My next question may seem rather fanciful but goes like this. As we have been talking these past few sessions about your software’s contribution to your agency’s survivability and profitability, I was getting an increasing visual image of you and your partner as skilled pilots at the controls of a very efficient, jet aircraft, flying from a “wheels up”, open office, take off, to the destination of a successful fiscal year landing. Is that a little too romantic?
Scott: Romantic? In today’s business climate it may be. I think a better analogy today would be that we are flying an equally sophisticated Hurricane Hunter aircraft looking for a safe place to land! In both cases, though, our successful flight depends on the software systems that keep us aloft and on course.
The many efficiencies our software brings to the table, its ability to drive out costs, its ability therefore to free more staff time and budget for our major tasks. . . . is its critical and vital contribution.
Q: Touché! I agree, and am sure millions of other business people would too! Let’s hope we get to that safe landing place soon!
So, finally Scott, my last question: Relative to the topics we have been discussing, is there any wrap-up, or overall comment that you would like to add?
Scott: Overall, I would say two things; first my answer to your basic question is yes, I believe our staffing software does indeed contribute significantly to our survivability and profitability; and second, it does this, by continuing to drive costs, and especially the expensive staff time costs, out of our daily operations.
No matter which particular features or benefits we have discussed, and there are many others we have not gotten into, the contributions are basically the same. The many efficiencies our software brings to the table, its ability to drive out costs, its ability, therefore, to free more staff time and budget for our major tasks of matching skilled employees with our client’s needs, is its critical and vital contribution. This bringing together of the right employee to fit a client’s need is the actual business we are in. The more direct time we have available to spend on these critical elements, the more survivable, profitable, and successful, we become.
(End)
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Change in Total Nonfarm Payroll Employment:
-125,000(p) in Jun 2010
Historical Data
Change in Total Private Average Hourly Earnings for All Employees:
-$0.02(p) in Jun 2010
Historical Data
Change in Total Private Average Weekly Hours for All Employees:
-0.1(p) in Jun 2010
Historical Data
Percent change in Total Private Aggregate Weekly Hours for All Employees:
-0.2%(p) in Jun 2010
Historical Data
Change in Manufacturing Average Weekly Hours for All Employees:
-0.5(p) in Jun 2010
Historical Data
Change in Manufacturing Average Weekly Overtime for All Employees:
-0.1(p) in Jun 2010
Historical Data
Change in Total Private Real Average Hourly Earnings for All Employees:
+$0.01(p) in Jun 2010
Historical Data
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Updated last:
Wed, 28 Jul 2010 10:27:29 -0400