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Contract Employee's Newsletter
Helping Contract Professionals
Manage Their Careers
November 15, 2001
Edited by James R. Ziegler
A Companion to:
The Contract
Employee's Handbook
www.cehandbook.com
Sponsored by:
P.A.C.E. - Professional
Association for Contract Employment
www.pacepros.com
About The Contract Employee's Newsletter
The Contract Employee's Newsletter is a free e-mail publication
for technical and professional contractors containing news, commentary,
tips, links to useful resources, nuggets of wisdom submitted by
readers, and anything else that seems appropriate at the time. The
CENewsletter is distributed bimonthly or whenever issues warrant
and time allows. The subscriber list is confidential and will not
be disclosed outside this organization.
In This Issue
Read recent
issues of The Contract Employee's Newsletter.
Suggest A
Topic For The Newsletter
Ideas Anyone?
Thank you for your excellent suggestions for future newsletter
topics. Keep 'em coming. Chances are, if a topic interests you as
a Contract Professional it will certainly interest the majority
of our readers.
Guest Appearances
I would like very much to publish short guest contributions
to the Contract Employee's Newsletter. Maybe a marketing tactic
that works for you, or a true story of agency madness? I'll cite
your name, your e-mail address, and a link to your professional
website. I can't pay you, but I'll make sure that everyone who reads
the Contract Employee's Newsletter knows who you are and what you
do. It can't hurt, and, who knows, it might help your consulting
career. Contributions should be of general interest to all Contract
Professionals.
Mail your suggestions to suggestion@pacepros.com.
Return to Table of Contents.
Kudos and Testimonials
What People Are Saying About The Contract Employee's
Project
What perfect timing! I was so happy to get this newsletter, since
I am currently in the throes of contract purgatory. -- Signed
K. D.
I just had to write and tell you what an extraordinary website
(P.A.C.E.) you have! Very informative, and easily navigated. Unfortunately,
I am Canadian and cannot live legally in the U.S. at the moment
without employee sponsorship, but when I get my green card, I will
be contacting you. I have already sent your URL to a few of my friends,
as they might be interested in P.A.C.E. They are highly skilled
project managers and program managers.
Thanks again for providing such a wonderful service. It's nice
to see contractors supported in this manner. -- Signed L.C.
[Note: P.A.C.E. sponsors TN-1 visas for Canadian citizens who want
to contract in the USA. TN-1 visas cost $50 at the border, and can
be obtained in less than one hour. Read about TN visas at the TN
Visa Page at VisaPro.com, and the TN
NAFTA Home Page of the Grasmick.com Business Immigration website.]
Return to Table of Contents.
Marketing Tips
Qualifying Prospective Clients
In a glutted labor market you have little choice but to sell your
consulting services directly to prospective clients. Why? Because
when talent is abundant and jobs are scarce recruiters select only
the strongest resumes for marketing to their clients. If you are
not among the crème de la crème your chances of being
selected for marketing are slim to none.
Posting your resume to online resume banks and spamming your resume
to hundreds of companies is equally ineffective. In the absence
of personal information about your character and your abilities,
clients will interview only the very best from among the thousands
of resumes in their candidate database.
When you are competing against hundreds and hundreds of similarly
skilled Contract Professionals, asking a recruiter to place you
on a contract assignment, or spamming your resume to hundreds of
clients, is the very definition of "not in control."
Passive marketing techniques only work when good talent is in short
supply. In a glutted labor market you must take an active approach.
You must be willing to conduct your search with the same skill,
persistence and creativity that you bring to your contract assignments.
Your full-time job when you are between contract assignments is
locating your next contract assignment. The job of finding your
next contract is potentially the highest paying job you will ever
have.
When you are on the job you work hard eight hours a day for your
client. You should expect to work hard eight hours a day for yourself
when you are between clients. You have a limited amount of time
to contact prospective clients directly, and you don't want to waste
it on unqualified prospects. How can you tell which prospects are
worth pursuing and which ones are a waste of your time? Here are
some tips for qualifying ideal prospects.
- Former clients and their competitors
Your best prospects are your former clients and their competitors.
These are companies with direct connections to your professional
network. And this is the friendliest group to market to, where
trading stories and dropping names creates rapport between you
and the client.
Also, as much as companies hate to see you go to work for their
competitors, they love to hire someone who has already been
there. If you have already worked for the competition then you
probably already understand the industry and the job to be done.
Focus your greatest marketing efforts on companies that most
closely relate to your skills and experience.
- Concurrence of wants and needs
You cannot sell to a "want" where there is no pressing
need. And you cannot sell to a "need" that the client
does not actually want. The client must have both a pressing need
for your consulting services and also want that need addressed
as soon as possible. Project managers love to talk about the items
on their wish list. Don't get sucked into this trap. Shooting
the bull can be a real time waster. You cannot, all by yourself,
turn a want into a need. The sense of need must come from the
client. Similarly, you may know that the client "needs"
your skillset. But if the client does not appreciate the immediate
need for your solution you will never close the sale. Market yourself
most aggressively to clients that both want and need what you
have to sell.
- An approved budget
No matter how badly a company needs you, no matter how much they
want you, if the money isn't there you will never close the sale.
In making your presentation to the hiring authority it is imperative
that you ascertain if the project is approved and the money is
available. Every company in America has pressing needs and wants
right now, but few have the money in an approved budget. Always
ask if the company has budget approval for the project. If the
client representative cannot or will not discuss this issue with
you they are blowing smoke. Pick up the phone and call the next
prospect.
- Authority to move forward immediately
This is related to the budget issue. Find out if the client can
proceed with the project immediately. If not now, then when? Chances
are you cannot convince them to hire you ahead of schedule, so
if the start date is 90 days in the future place the client in
your tickle file and call again in 60 days.
- Talking to the right person
Selling to the wrong person is the biggest sin committed by rookie
sales people and Contract Professionals. For every project there
is only one person with the authority to say yes to your participation
on the team. Identify the key person in control of the project.
Regardless of who you talk with, regardless of how many people
you interview with, you must sell yourself to the key decision
maker if you expect to land the project. The key decision maker
is NOT in HR, and she is NOT in purchasing. She is the person
who owns the budget.
Your task is to sell your consulting services to the most appropriate
companies that both need and want your skills, and that also have
the money and the authority to proceed immediately. Every person
you contact is a potential lead, but only a very few will actually
be in a position to help you. The best you can do is collect the
contact information from every person you talk to so you can add
them to your marketing network, and then focus only on those clients
that actually qualify as ideal prospects today.
Return to Table of Contents.
Ask Dungaree Dan
RE: H-1B Professionals - Not The Answer He Wanted
To Hear!
Q: Dear Dan -- I have a suggestion. How about asking
readers to write letters to their local papers (with copy to representatives)
noting that, with the current employment situation, all H-1B visa
engineers and scientists should be sent home ASAP. We have plenty
of native unemployed technical talent to do the nation's work. --
Signed: Looking For Excuses
A: Dear Looking -- I guarantee you, this is not the
answer you wanted to hear.
I don't know what your heritage is, but chances are your recent
ancestors came to the United States from another country. They worked
hard, contributed to this great nation's economic prosperity, built
strong families, and adopted the inclusive principles that continue
to make the United States the best place in the world to live and
work. America owes its success to the diversity of ideas and cultures
that are woven into the American fabric. You also owe your
success to that same diversity, of which you are an integral member.
Maybe you live in Iowa where both the human population and the
crops grow in large monocultures, but I live in California where
26% of the residents were born in another country, and where 41%
of all households speak a language other than English at home. I
live in the San Francisco Bay Area where one-third of the residents
of the city of San Francisco are ethnic Chinese, and where over
30% of new ventures in Silicon Valley since 1980 have been founded
by Indian and Chinese emigrants. Far from being sympathetic to your
point of view, I wholeheartedly appreciate the ongoing benefits
to all Americans of immigration and cultural diversity.
Immigration Works Both Ways
Don't think for a minute that immigration is a one-way street. There
are countless thousands of American citizens working and conducting
business abroad on foreign visas. When a highly trained American
travels to the UK or to Australia or to the Middle East to obtain
work he or she leaves behind an empty position that you can fill.
Do you really want to stifle the cross fertilization of American
business by giving foreign governments a reason to prevent you and
other Americans from the opportunity to work and conduct business
abroad?
H-1B Visa Holders Create American Jobs
I assure you, if the United States government deported all 500,000
H-1B foreign professionals the job situation would be far worse
than it is today. Tens of thousands of existing projects would have
to be shut down because of a lack of key talent. Hundreds of thousands
of additional employees and contract personnel would be laid off.
The disruption to American business would be catastrophic.
H-1B Visa Holders Spend Locally
I embrace diversity, and I embrace foreign professionals. If American
companies do not employ the talents of foreign professionals locally
then companies will certainly employ their talents abroad. Companies
spend more money when they employ foreign talent locally than when
they outsource the same project offshore. Much of the money earned
by foreign professionals in the United States stays in the United
States. Money spent on foreign workers employed on offshore projects
is gone.
H-1B Visa Holders Increase American Wages
It is easy to disparage H-1B visa holders for being paid less than
American workers. It is easy to claim that H-1B visa holders put
downward pressure on American wages. I contend that foreign workers
actually increase American wages by making it possible for American
companies to initiate projects that they would not otherwise be
able to start. New projects create demand for talented labor, and
demand for talented labor creates upward pressure on wages.
H-1B Visa Holders Are Not To Blame For Their
Low Wages
It is true that in many situations H-1B visa holders have been paid
less than American citizens with similar skills. But the low wages
are not because H-1B professionals are willing to work cheap. It
is because prior to December 2000, their employers were able to
use the visa process itself to hold H-1B visa holders in a state
of virtual indentured servitude. Fortunately, the immigration bill
signed by President Clinton in December 2000 has a portability provision
that makes it possible for H-1B visa holders to change employers
quickly and with relative ease. As a result, cheap companies and
predatory body shops have lost their strangle hold on H-1B visa
holders.
About Body Shops
A body shop is a recruiting firm that specializes in finding and
placing foreign (high tech) workers on temporary assignments at
U.S. companies. Body shops compete on price by billing significantly
less than typical recruiting firms. Then they pay their H-1B visa
holders lower wages than typical recruiting firms pay their American
workers. It is predatory body shops, not their "indentured
servants," that are undercutting the wages of American workers.
Body shops have a well-deserved reputation for exploiting foreign
workers’ fears and ignorance in order to keep them under control.
Prior to passage of the immigration bill in December 2000, obtaining
a new H-1B visa could take six or seven months. A visa holder could
not escape the tyranny of a cheap company or predatory body shop
until a new visa sponsored by a new employer was approved. An H-1B
visa holder had little choice but to accept a ludicrously low wage,
or return to his or her homeland.
Here is an article
that discusses a recent court case involving the common practice
of body shops charging exorbitant penalties to foreign workers who
try to leave the body shop.
Get Over It Already!
In order to qualify for an H-1B visa a foreign professional must
have a four-year bachelors degree or higher, and demonstrated proficiency
in the technical or scientific discipline for which he or she is
to be employed. This screening process assures that H-1B visa holders
are highly educated, highly skilled, smart, and have an excellent
work ethic.
P.A.C.E. sponsors several H-1B and TN-1 visas. On average, P.A.C.E.
visa holders command billing rates every bit as high as their American
counterparts.
My advice to Americans who are threatened by foreign workers: Stop
your complaining and step up to the plate. Companies hire skill
and experience. If you don't have it, then you had better get it.
In our open, merit-based, business society you alone are
responsible for what you earn, and the best way to increase what
you earn is to increase what you are worth. -- Signed: Dungaree
Dan
Questions for Dungaree Dan
Send your questions about contract employment to Ask
Dungaree Dan. We will try to answer all of your questions, and
we will publish the most interesting ones in The Contract Employee's
Newsletter.
Return to Table of Contents.
Resources
Networking - It's A State Of Mind
I have a close friend who is an acupuncturist. Actually, she was
trained as a medical doctor in China, and she is a registered nurse
in the United States. But she makes her living as a board licensed
acupuncturist. She charges over twice the rate charged by
other practitioners in her city. Yet, she has more work than she
can handle. Her patients swear by her ability to use acupuncture
to ease their symptoms and cure their ailments, and word-of-mouth
advertising accounts for most of her new business. But her continued
success, I am certain, comes from networking.
One recent evening my friend, her husband, several other friends,
and I went to a sushi bar for Japanese food and, of course, sushi.
Toward the end of the meal I noticed my friend get up and approach
the sushi bar where she started a conversation with the man behind
the counter. They were talking about how good the sushi was, and
how it was prepared. A man sitting at the sushi bar joined in the
conversation, and soon my friend was talking intently to this patron
as well. I was intrigued by the natural flow of the conversation.
As I recall, it went a bit like this:
Compliment sushi maker on his craft => discuss finer points
of sushi => patron joins into conversation => talk to patron
about his work, etc. => share profession as acupuncturist =>
ask patron about his experience with acupuncture => set up
appointment to evaluate patient and initiate acupuncture treatments."
You just never know where new business will come from. You never
know where you might encounter someone who needs the "healing
touch" of your consulting services.
Companies and experienced Contract Professionals report that 80%
(or more!) of all positions are filled as a result of a personal
relationship. For this reason it is imperative that you develop
your networking skills. Clearly, the more people who personally
know what you do and how well you do it, the better are your chances
of being considered for a consulting position.
In my personal view, the secret to building relationships is to
be obsessively and genuinely interested in everything about
everyone you meet. I am not suggesting that you become a nosy busybody.
I am suggesting that you genuinely care about everyone
you meet.
As you will learn from these print resources, networking is a state
of mind. It is something one does all the time. Networking
is NOT selling. It is NOT marketing. It is NOT job hunting. Networking
IS relationship building.
A Foot in the Door : Networking Your Way into
the Hidden Job Market
by Katharine Hansen. Ten Speed Press. 2000.
Because over 80 percent of job openings go unadvertised, poring
over the classifieds is a hopelessly ineffective way to find a
new job. Career counselors hype "networking" as the
most effective means of uncovering hidden career opportunities,
but for job hunters who are new to an industry or the job market
in general, this advice begs the question: "Where to begin?"
Enter career expert and best-selling author Katharine Hansen who
turns her attention to the fine art of networking in A Foot in
the Door. Essential reading for the resourceful job hunter, this
indispensable tool reveals the ins, outs, dos, and don'ts of getting
that foot in the door and kicking it wide open!
- Includes the most comprehensive discussion of informational
interviewing available
- Special sections on the networking needs of diverse populations
(women, minorities, Generation X, and more)
- Lists "25 Networking Tricks You Probably Didn't Know"
Information Interviewing - How To Tap Your
Hidden Job Market
by Martha Stoodley. Ferguson Publishing Company. 1996
An informational interview is not an interview for a job, but
rather, it is a way for you to get valuable information about
industries, applications, projects, companies, and people. It
is how you can meet key players without the pressure of having
to sell yourself. It is the core skill you need to develop a powerful,
professional network of people who know what you do and how well
you do it. It is the only way to uncover the hidden job market.
This book outlines techniques for information interviewing that
get results! Information interviewing may be done in person, by
phone or even by e-mail.
Dynamite Networking for Dynamite Jobs : 101
Interpersonal, Telephone and Electronic Techniques for Getting Job
Leads, Interviews and Offers
by Ronald L. Krannich. Impact Publications. 1996.
Stop wasting time on unproductive job search activities. Put
down the classifieds, quit mailing resumes and letters, and fire
anyone who is charging money to find you a job. Start using communication
approaches that will generate useful information, advice, and
referrals that lead to job interviews and offers. In so doing,
you will learn a great deal about yourself and others as well
as find better quality jobs in half the time.
Power Networking: Using the Contacts You Don't
Even Know You Have to Succeed in the Job You Want
by Marc Kramer. NTC Publishing Group. 1997.
The author says he wrote this book because so many people would
come to him after they lost their job or joined the sales force
of their company asking for contacts. They didn't realize how
many contacts they actually had and weren't aware of them. They
also didn't know what organizations to join and what to do at
those events. This book is a quick read with lots of contact addresses
and easy to follow suggestions on how to improve your network.
Don't Send a Resume: And Other Contrarian
Rules to Help Land a Great Job
by Jeffrey J. Fox. Hyperion. 2001.
Dismissing the well-worn routes of sending unsolicited resumes
and contacting personnel departments, Jeffrey Fox concentrates
on what will turn job-seekers into super salespeople. His advice
is simple, direct, and often ingenious, supported by details and
made colorful by the odd illustration.
Don't stop at these books. Browse the online booksellers for additional
resources related to "networking" and "information
interviewing." Read, digest, reread, and practice, practice,
practice. Meeting key players personally is the ONLY way
that you will consistently land high-paying contract assignments.
Monster.com has 11 million resumes in its database. It receives
35,000 new resumes every day. Sending your resume to companies and
resume banks in order to land a job is like buying lottery tickets
in order to fund your retirement. To be successful in landing contract
assignments you must actively and personally participate
in the process. The resources cited above show you how.
Return to Table of Contents.
Contract Employee's
Glossary
Terminology For Contract Professionals
More terms from Appendix
B: Glossary of Terms for Contract Professionals of The
Contract Employee's Handbook.
Bonus
Bonus is money or an equivalent given in addition to a worker's
usual compensation. Bonuses are usually treated as ordinary income.
Examples are sign-on bonus, performance bonus, and Christmas bonus.
Broadcast e-mailing
Akin to junk mail or spam, broadcast e-mailing refers to the mass
e-mailing of resumes by job seekers and placement agencies. When
an unauthorized placement agency broadcast e-mails your resume it
can cause lawsuit-wary client companies to reject later submissions
by you or an authorized agency.
Broker
A broker is an intermediary, or agent, who arranges business deals.
A broker may also negotiate contracts. Examples of brokers are staffing
agencies and recruiting firms, talent agents, real estate agents,
insurance agents.
Bulletin Board System (BBS)
A computerized version of the familiar cork bulletin board where
people can leave messages and advertise things they want to buy
or sell. There are thousands of special interest bulletin boards
operated by individuals from their home computers, and much larger
systems run by computer companies to provide information on their
products. Many BBSs have Web pages. Also called Internet forums,
message boards, or discussion groups. My favorite online BBS for
Contract Professionals is Janet
Ruhl’s Real Rates Message Board at http://www.realrates.com.
Click on “Message Board in the left margin.
Business
Any activity concerned with the supplying and distribution of products
and services, and related financial transactions.
Business expenses
Businesses earn money (revenues) and they spend money (expenses).
The difference is called gross profit or loss. Revenues are taxed
as income unless they are offset by expenses. Independent contractors
declare their business expenses on Schedule C to reduce their tax
liability. Umbrella services such as the one provided by P.A.C.E.
reimburse their contract employees with tax-exempt dollars for out-of-pocket
business expenses. Typical staffing agencies cannot do this. The
inability to write off or be reimbursed for out-of-pocket business
expenses is a major disadvantage of working through traditional
staffing agencies.
Return to Table of Contents.
P.A.C.E. News
P.A.C.E. Doesn't Feed The Sharks
Did you know that P.A.C.E. is the ONLY employer of record
service that actively discourages its contract employees
from working through recruiting firms? There are similar services
to P.A.C.E., but they all view strategic alliance partnerships with
recruiting firms as essential to their continued growth and financial
success.
Why would an employer of record that purports to work for
Contract Professionals choose to partner with predatory recruiting
firms that work against Contract Professionals? One almost
wonders if they might be accepting referral fees (kickbacks?) from
the recruiting firms with which they have partnered.
P.A.C.E. is not in the business of feeding Contract Professionals
to the sharks. And we don't make side deals with recruiting firms.
On the contrary, P.A.C.E. is in the business of showing Contract
Professionals how to stay clear of recruiting firms that take such
a big a bite out of the billing rate. We subcontract through recruiting
firms when we have to, but we don't like it, and we will never
profit from that type of relationship.
At P.A.C.E. the focus is on you, the contract professional. Our
goals are aligned with the success of our Division Managers, knowing
that our own success will flow naturally from long-term relationships
based on honesty, integrity, sincerity and trust.
Recruiting firms and temp agencies tend to view contractors as
a commodity to be sold and traded on the open market. They
use contract employees to make money. This focus on the contract
employee as commodity creates a powerful incentive for recruiting
firms to abuse their trusted position as intermediary between client
and contractor.
Recruiting Firms and Temp Agencies get in
the way
In the traditional temp agency model the relationship looks like
this:
Contract Professional
>>>
Temp Agency
>>> Client Company
As you can see, the temp agency acts as a gatekeeper, restricting
free access to the client company by the contract professional.
P.A.C.E. gets out of the way
We at P.A.C.E. have a different point of view. P.A.C.E. operates
in the background, giving our Division Managers direct access
to the client.
In the P.A.C.E. model the relationship looks like this:
P.A.C.E. >>>
Division Manager
>>> Client Company
P.A.C.E.'s customer is the Division Manager. The Division Manager's
customer is the client. P.A.C.E. Division Managers have full, unimpeded
access to the client for whom they are providing direct consulting
services.
It is this focus on the contractor as customer that sets
P.A.C.E. apart from recruiting firms and temp agencies.
P.A.C.E. insists on full disclosure
Another way that P.A.C.E. distinguishes itself from recruiters and
temp agencies is its insistence on full disclosure. P.A.C.E. provides
its employees with a full accounting of all revenues, fees and expenses.
P.A.C.E. employees have the information they need to make informed
decisions about their careers and their livelihoods. There are
no secrets.
P.A.C.E. is a Win - Win - Win - Win Solution for Downsized Employees,
Contract Employees, Independent Contractors, and Client Companies.
Check out P.A.C.E.
for the best benefits package available to ANY employee in ANY company
in the USA.
Return to Table of Contents.
Contract Employee's
Handbook
Leveling The Playing Field
Five years ago, before I began working on the Contract Employee's
Project, which now incorporates The Contract Employee's Handbook,
The Contract Employee's Workshop, The Contract Employee's Newsletter,
and P.A.C.E., there was no single source of information that showed
W-2 contract employees how to negotiate the agency minefields --
not on the Internet, not in the book stores. For sure, there are
excellent resources published for self-employed independent contractors,
but there was nothing that specifically addressed the unique issues
affecting W-2 contract employees in the United States.
The lack of information existed, I believe, because the knowledge
base was closely held by the agencies themselves. You see, traditional
agencies using commissioned recruiters have a vested interest in
withholding key knowledge from both the client company and the contract
employee. That is how they can continue to bill high and pay low.
What is incredible is that contract employment is one of the fastest
growing segments of the American economy, resulting in and from
a virtual complete overhaul of the "New Workforce in America".
Yet, the contract employment industry operates almost entirely as
a sub-rosa business profiting enormously from an industry-wide "code
of silence."
I have worked as a permanent placement headhunter, and I appreciate
the hard work, enormous risks, and high overhead involved in servicing
a client's staffing needs. But, I also appreciate the incredible
opportunity for abuse that happens when information is suppressed.
The Contract
Employee's Handbook is my attempt to describe as concisely as
possible how the contract employment industry works, and how this
industry can work to the advantage of Contract Professionals who
know the score.
Return to Table of Contents.
Contract Employee's
Workshop
San Francisco Bay Area: January 12, 2002
We are counting down to the launch of the first all-day Saturday
Workshop for technical and professional contractors. The first CEWorkshop
will take place somewhere in the San Francisco Bay Area. Cost of
admission will be in the neighborhood of $50, provided I can locate
an inexpensive yet comfortable venue large enough to hold at least
50 people. It would be nice to have a corporate sponsor for the
workshop, especially if I don't have to sell my soul (and halo)
to qualify for their support. Ideas anyone?
Participants will leave the workshop with a solid understanding
of how the technical and professional contracting industry works.
Agency contractors will learn how to increase their earnings by
30% to 50% on their very next contract assignment. The workshop
will cover how to set your billing rate for maximum earnings, and
how to market your consulting services directly to client companies.
The handouts alone are worth the cost of admission.
After the initial shakedown I'll take the workshop on the road
to those cities across the US that express the greatest interest
in The Contract Employee's Workshop.
I'm open to suggestions. E-mail your ideas and suggestions to Workshop@pacepros.com
Return to Table of Contents.
The Contract Employee's
Project
The Contract Employee's Project is the larger context under which
the following interrelated vehicles operate to promote and defend
the interests of Contract Professionals:
Copyright and
Publication Info
Copyright (c) 2001, James R. Ziegler. All rights reserved.
You may copy or forward this free publication provided it is left
intact with all links and this notice unchanged. Any unauthorized
duplication, including republication in part or in full for commercial
use, is an infringement of copyright.
Published by:
P.A.C.E. - Professional Association for Contract Employment
1355 Willow Way, Suite 244
Concord, CA 94520
USA
http://www.pacepros.com/
Editor:
James R. Ziegler, Ph.D.
Executive Director
P.A.C.E. -- Professional Association for Contract Employment
(925) 680-0200
ziegler@pacepros.com
Return to Table of Contents.
Disclaimer
The Contract Employee's Newsletter is designed to provide information
in regard to the subject matter covered. Use is granted with the
understanding that the publisher and authors are not engaged in
rendering legal or financial advice. If expert assistance is required
you should seek the services of a competent professional.
The purpose of this information is to educate and entertain. The
publisher and contributors shall have neither liability nor responsibility
to any person or entity with respect to any loss or damage caused,
or alleged to be caused, directly or indirectly, by the information
contained in this Newsletter or by information contained in any
web site or resource referenced by citation or hypertext link within
the pages of this Newsletter.
Return to Table of Contents.
Subscribe to The Contract
Employee's Newsletter
The Contract Employee's
Newsletter: Sign Up Now! Useful News & Updates
Return to Table of Contents.
Sign-off
I hope you have found the information in this newsletter to be
interesting, informative, and provocative. I encourage you to share
the CENewsletter with your friends, colleagues, coworkers, clients,
and agency recruiters.
Why clients? Because you need every ally you can get. Why agency
recruiters? Because they need to know the jig is up.
Wishing you success in your contracting career,
James R. Ziegler, Ph.D.
Executive Director
P.A.C.E. -- Professional Association for Contract Employment
Return to Table of Contents.
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