Contract Employee's Newsletter
Helping Contract Professionals Manage Their Careers

December 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

• Suggest A Topic
• Featured Topic: P.A.C.E. Launches The Contract Employee's Workshop In Silicon Valley
• Kudos and Testimonials: What People Are Saying About The CEProject
• Marketing Tips: Letters of Recommendation That Scream WOW!
• Ask Dungaree Dan: The Free Market Economy Cuts Both Ways
• Resources: Is Your Retirement Savings Plan The Best It Can Be?
• Contract Employee's Glossary: Terminology For Contract Professionals
• P.A.C.E. News: P.A.C.E. Is Inexpensive => Free => Better Than Free
• Contract Employee's Project: What Is It?
• Copyright and Publication Info
• Disclaimer
• Subscribe

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.

Featured Topic

P.A.C.E. Launches The Contract Employee's Workshop In Silicon Valley

We have set a date, time, and place for the long-awaited Contract Employee's Workshop.

The Contract Employee's Workshop teaches you to:

• Get Gigs Without Recruiters
  
  
• Bill What You Are Worth
  
  
• Keep More Of What You Bill
  
  
• Get The Benefits You Deserve

I authored The Contract Employee's Handbook, and I write and edit twice-monthly this Contract Employee's Newsletter. I founded P.A.C.E. three years ago to help Contract Professionals retain the freedom and financial advantages of self-employed Independent Contractors while receiving The Best Benefits Package Available to Any Employee in Any Company in The USA.

Now I bring you this one-day workshop that enhances and supplements my efforts to give you the knowledge and tools you need to succeed as a Contract Professional. I hope you will attend.

If you are currently a Contract Professional receiving contract assignments through a recruiting firm … this workshop is for you!

If you are considering becoming a Contract Professional … this workshop is for you!

The registration fee for The Contract Employee's Workshop is an amazing bargain at just $50 per person! Bring a friend to the workshop and receive a $10 rebate.

I look forward to meeting you in person at The Contract Employee's Workshop!

Watch for additional dates and locations in future issues of The Contract Employee's Newsletter.

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

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Kudos and Testimonials

What People Are Saying About The Contract Employee's Project

I just wanted to thank you for your revealing information. I first learned of the Contract Employee’s Handbook about a year ago. I experienced the same emotions you described, the ones that we (contractors) are somehow programmed to accept: “I’m grateful that this nice recruiter found me this job, and I’m glad they pay me a whopping $20/hr. I couldn’t dare find my next job on my own. I’m obligated to my recruiter.” Needless to say, I wised up from reading your Handbook. Yet, I still didn’t put it into action. When my contract was terminated, my recruiter gave me the boot, and now I’m unemployed and starting over. (I was an employee of the recruiter. They chose not to keep me on the bench.)

But this time, I’m determined to land my next assignment on my own. I hope to use P.A.C.E. as my employer of record. And I hope to be smarter about my self-worth.

Thank you for the suggestion in CEN Issue dated 12/01/01: tracing posted jobs to their original source. Thanks again for the great suggestion.

Brian W. Papocchia
IT Consultant, I.W. (Independently Wiser)

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Marketing Tips

Letters of Recommendation That Scream WOW!

Some of the most powerful additions to your professional portfolio are letters of recommendation from past employers, colleagues, and clients. A good letter of recommendation is a testimonial that showcases your achievements and personal character. It explains how you brought value to a project and contributed to its successful completion.

How do you get a good letter of recommendation from a busy, and possibly literacy-challenged, reference? And how can you be sure that your reference will write the best possible letter of recommendation?

The answer is surprisingly simple, so prepare to be surprised! Write your own killer letter of recommendation, and don't hold back on the praise.

Here are some tips for getting killer letters of recommendation, including how to get your supervisor to sign a letter of recommendation that you wrote about yourself.

1. Ask early. Ask often.
Don't wait until the end of your project to ask for a letter of recommendation. Instead, ask for periodic, written evaluations of your performance at significant mileposts. Just as you might submit periodic, progress reports, you can ask your supervisor for periodic evaluations of your performance "just for your files" so that you can "make necessary adjustments for the benefit of the current project."

Take the initiative to prepare your own periodic progress reports. Become obsessive about submitting them on schedule. Periodic progress reports document what you did and how well you did it. In this regard they also validate what you do and how well you do it, and they continually remind your supervisor of your importance to the current project.

Add a signature line at the bottom, and make sure that your supervisor signs each one. This will get them into the habit of validating in writing your excellent performance.

Regular, detailed progress reports create the basis for killer letters of recommendation.

2. Select credible references.
Don't settle for just one reference, but don't be indiscriminate either. Select your references carefully. References should be at your level or higher, and they should be directly associated with the project. Select from among key users, your immediate supervisor, additional team members, and whenever possible someone at the VP or Executive Director level.

Pick references who you know will give you consistently rave reviews. Good reviews are not enough. Anyone can get a good review. Your performance reviews should scream WOW!

You can control to a large extent the content of your WOW! reviews. Select people who can testify in support of your strengths. Select people who are believable, and who really like your work. Essentially you want to find people who know your strengths and will attest to them.

Start at the top and work down. Ask the VP or Executive Director in charge of the project's budget. Next, approach your immediate supervisor. Then ask peers and colleagues. As you work down the chain of command, let each party know that higher-level parties have already provided letters of recommendation. They will be more cooperative as a result.

Select the very best reviews for your professional portfolio.

3. Create a "Letter of Recommendation Kit"
You have heard the old saw, "If you want a job done right, do it yourself." Well, that old saw applies to letters of recommendation too. If you want a well-written letter of recommendation write it yourself! Disguise it as a digital template, a model for your supervisor to follow. But here is the trick. Explain to your supervisor that he or she can simply read it and sign it if they think it accurately portrays their understanding of your contribution to the project.

Now, don't pull any punches. Be honest, but build yourself up. What would you write about yourself if you were the supervisor? Get out of your skin, climb into your supervisor's persona, and write your own review. Attach your "model" letter in an e-mail as a digital template.

Include copies of previous status reports that document your contributions. Include copies of rave letters from senior team members. It the VP or Executive Director thinks you walk on water, how can the project leader not agree?

If this approach seems too canned and artificial, then supply a rating sheet based on your status reports. List your contributions in each area, and ask each reference to rank them on a scale of 1 to 5. Or use the following scale: adequate, good, very good, excellent, outstanding. Notice how these skew to the top, and stack the deck in your favor.

Create a signature line at the bottom, and make sure that your supervisor signs it. If you have been submitting status reports all along, then your supervisor will be quite used the the drill.

Hey! We are going for WOW! reviews here. Do you really want to stack the deck against yourself? Or let your reviewers hedge on their reviews?

Create a Letter of Recommendation Kit that stacks the deck in favor of a WOW! review.

4. Follow-up
Give your references a due date to complete their review. Then check in periodically to see "how it is going." Be discrete, and respect their time. Persistence is good, but being a pest is very bad.

If you don't ask, the answer is always "No." If you don't set a due date, the answer is always "Later."

In Conclusion
Imagine how much greater will be your chances of landing high-paying, challenging, contract assignments when your professional portfolio is full of letters of recommendation that scream WOW!

Where To Find More Information
A quick search on Google.com uncovered the following useful articles.

Tips for Writing a Letter of Reference
by Ralph Brigham, Montana State University
http://www.jobweb.com/catapult/reftips.html
Useful guidelines for writing your own letter of recommendation.

Serious Fun: Letters of Recommendation
http://www.act1.com/lett_rec.html
Examples of what NOT to say in a letter of recommendation.

Sample Letters of Reference
http://jobsearch.about.com/cs/references/
About.com page with links relating to references and letters of recommendation.

Letters of Recommendation
http://jobsearchtech.about.com/library/weekly/aa021400b.htm
From the Job Searching: Technical section of About.com.

Magic Mill: Fake Your Way - Create FREE fake college diplomas, transcripts and recommendation letters
http://www.boxfreeconcepts.com/magicmill/
Folks, this is just for fun. But, as long as you are writing your own letters of recommendation, why not try this letter generator for inspiration.

I generated this search result when I entered the keywords <letter reference recommendation> at Google.com. Try it. See what else you come up with.
http://www.google.com/search?sourceid=navclient&q=letter+reference+recommendation

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Ask Dungaree Dan

The Free Market Economy Cuts Both Ways

Q: Dear Dan -- GM Unilaterally cut billing rates by 7% at the end of November. Some contractors are being threatened with 13% cuts in pay. The available billing rates & classifications that GM offered are generally kept from contractors. The agencies are "requiring" a SIX-MONTH "sit-out" if a contractor tries to change jobs.

Is this legal? Has a class action begun? Against the agencies? Against GM? Have any of the contract houses challenged this? -- Signed: Moaning in Motown

A: Dear Moaning in Motown -- Your letter cuts to the core of the differences between a Contract Professional and a captive employee. The differences are both fundamental and profound, and they run far deeper than merely complying with the IRS common law factors regarding worker status.

Contract Professionals think like outside vendors, not like captive employees. Your letter suggests to me that, despite your worker status as a contractor, you continue to think like a captive employee. Could it be that in your heart of hearts you are still a captive employee who, because of circumstances, has found himself working as an agency temp?

RE: GM Unilaterally cut billing rates by 7% at the end of November.

Not only is it legal for a customer to refuse to pay the quoted price for a product or service, it is the American way.

In a free market economy price is closely linked to supply and demand. When supply goes up, price goes down. When demand goes down, so does the price. Currently, supply is up and demand is down. There is a glut of out-of-work Contract Professionals, and companies are cutting back on projects in order to conserve cash.

Most contracts contain language that specifies the conditions for early termination by either party. Provided the client abides by the terms of its contract, it can terminate the contract and then negotiate a new contract at a new rate.

Consider this interesting scenario. Your agency has a contract with the client that stipulates a penalty for early termination by the client, but your employment agreement with the agency states that the agency may fire you at will with no notice. In this case, your agency makes a windfall profit and you get nothing.

The devil is in the details of the contract.

Now, if you were a union employee there would be hell to pay if your employer tried to unilaterally cut your salary. That is because compensation is strictly regulated by a union contract. But a Contract Professional is not an employee of the client. A Contract Professional is either an outside vendor (independent contractor), or the employee of an outside vendor (contract employee of an agency).

As I point out in The Contract Employee's Handbook, one reason companies use Contract Professionals is to avoid having to deal with unions when they hire and fire workers in response to fluctuations in the economy. A contingent workforce gives the company more flexibility, and serves as a shock absorber to buffer the company against the vagaries of a volatile economy.

As a contractor you are the seller of your consulting services. You are free to stand your ground and refuse to sell your services at a cut rate. You are free to walk from the deal if the client refuses to keep you on at the original rate, and, provided the company is hiring new employees, you are free to become a captive union employee. YOU ARE IN CONTROL. . . Not your agency. Not the company. But YOU.

The captive employee mindset identifies with the employer in a pact that trades control and opportunity for the illusion of job security. In contrast, Contract Professionals trade the illusion of job security for opportunity, and in doing so Contract Professionals retain control over their careers. Contract Professionals know implicitly that real security resides in their mastery of marketable skills and in the development of a powerful professional network.

By the way, workers also play the game of unilaterally changing the billing rate. During the dot.com boom, when supply was low and demand was high for talented labor, Contract Professionals and regular employees literally "day traded their careers" by frequently renegotiating their contracts or jumping to new companies. At P.A.C.E. we advised our Division Managers to negotiate contracts of no longer than six months duration so they could periodically negotiate more favorable contract terms and increase their billing rates as their skills improved and they became more valuable to their clients.

What I am trying to say here is that the free market economy cuts both ways. Today we are in a buyer's market, and clients and agencies have the upper hand. Wait a few months and we will once again be in a seller's market, and Contract Professionals will once again be calling the shots. It all comes down to supply and demand.

RE: The available billing rates & classifications that GM offered are generally kept from contractors.

So, what else is new? You are working through a predatory recruiting firm. Recruiting firms never disclose the billing rate. That is because they work for the client and not for you. They don't want anyone to know how much they are taking off the top. As far a the agencies are concerned, you are just inventory to be purchased at the lowest possible wholesale price (W-2 pay rate) and sold to the client at the highest possible retail price (billing rate). For all you know, the reduction in rates is just a sham by the agencies to increase their margins. Or it could really be a squeeze play by GM. Or both.

Try this on for size. If you had landed the contract assignment on your own by using the Internet and your professional network there would be no agency in the middle to conceal information that is vital to your career, and you would know the whole score. Free agents, true free agents, don't use recruiting firms to locate contract assignments. Thus, they are truly free agents.

It comes down to who takes control. You, or a predatory recruiting firm.

RE: The agencies are "requiring" a SIX-MONTH "sit-out" if a contractor tries to change jobs.

This too is legal. It is also a prudent move on the part of the client.

Contract Professionals generally work for multiple clients on projects of limited duration. Employees generally work for one employer on jobs of unlimited duration. The IRS, state departments of employment, and other government agencies can be very aggressive in reclassifying contractors (even agency contractors!) as employees of the client. The financial consequences for the client can be staggering.

Increasingly, companies are adopting arbitrary, but consistent, guidelines to insure that their temporary workers do not qualify as their de facto employees. Take the case of Microsoft, which was recently stung by a class action suit claiming that certain agency contractors were in fact co-employees of Microsoft for the purpose of buying Microsoft stock at the employee discount of 15%.

The courts repeatedly affirmed during something like five separate appeal hearings over a period of ten years that the agency temps were, in fact, employees of Microsoft for the purpose of receiving benefits. The judgment against Microsoft was for almost $100 million, and the legal defense costs alone were probably just as high. The rationale for this decision was the fact that many of the contractors in the class action suit had worked at Microsoft continuously for as long as five years or more.

Subsequently, Microsoft has adopted a policy specifying that agency contractors must leave Microsoft after working there one year, and cannot return to work at Microsoft for at least 100 days. I am certain that the sit-out policy that you describe at GM is motivated by the desire on the part of GM to insure that agency temps qualify without a doubt as temporary workers.

Contract Professionals expect to change clients every few weeks or months. And they expect to be told on short notice that their gig is up. Only someone who thinks like a captive employee would be offended if their contract came to an abrupt end. Disappointed? Yes. Offended? Pros aren't offended by the facts of life.

Given these considerations, I doubt if there is any basis for a class action suit against either GM or the agencies. And I most seriously doubt that the contract houses will challenge a client that keeps them all in business. More likely, the agencies will simply mine the mother lode of resumes in their databases for out-of-work captive employees who will accept what the agencies are willing to pay and then say, "Thank you very much, Sir, for the opportunity to work during these difficult times."

I hope my response to your letter helps to place the issues you raise in the proper context for you.

Wishing you the very best for your career,

-- 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

Is Your Retirement Savings Plan The Best It Can Be?

P.A.C.E. offers the best tax-deferred retirement savings plan available to any employee in any company in the USA. Chances are, if you are working as the regular employee of a large corporation you have a decent retirement plan. But I guarantee you, if you are working as a contract employee through a recruiting firm you have the barest minimum retirement plan, if you have a retirement plan at all.

The P.A.C.E. 401(k) retirement savings plan tracks the IRS maximum annual limits for retirement plan contributions.

The maximum contributions for 2001 were:

• Employee elective contribution: $10,500 per year.
  
  
• Employer contribution: Not specified, but limited to the first $170,000 of gross wage.
  
  
• Combined contributions: Not greater than 25% of year-to-date gross wage up to $35,000.

The new maximum contributions for 2002 are increased as follows:

• Employee elective contribution: $11,000 per year.
  
  
• Employer contribution: Not specified, but limited to the first $200,000 of gross wage.
  
  
• Combined contributions: Not greater than 25% of year-to-date gross wage up to $40,000.

In 2002 P.A.C.E. Division Managers will be able to set aside up to $40,000 in tax-deferred contributions.

To achieve this new maximum, P.A.C.E. will contribute an amount equal to 14.5% of gross wage to the retirement account of every Division Manager. Division Managers may elect to contribute up to 10.5% out of their payroll in order to reach the combined maximum of 25%.

Many employers will hold the employer's contribution until the end of the year or delay vesting for several years. P.A.C.E. contributes the employer's contribution as soon as possible. In other words, P.A.C.E. Division Managers are 100% vested immediately.

It is also a common practice for companies to hold an employee's elective contribution up to six weeks in order to earn interest on money that should rightfully be in the employee's own account making money for the employee. Federal law states that employers may hold your elective deferral until the 15th of the month following the month in which the contribution was earned. Does your employer of record earn interest on your retirement money? You are entitled to ask.

Some companies severely limit the investment options available to their employees, and some encourage their employees to invest in the employer's own stock. You may have read about the poor employees at Enron who transferred their retirement funds into Enron stock and lost everything.

P.A.C.E. Division Managers may invest in any and all publicly traded stocks, bonds, and mutual funds, of which 1100 are no load and have no transaction fee. P.A.C.E. Division Managers have virtually the same investment options as a retail brokerage client of Charles Schwab & Co. No other retirement account offers a greater choice of tax-deferred investment options.

Other companies have self-funded pension plans. Employees of companies with self-funded pension plans stand to loose their entire pension at the whim of the board of directors, or in the event of a financial crisis, purchase, merger, or bankruptcy.

The P.A.C.E. 401(k) Retirement Savings Plan is immediately vested and 100% self-directed. The money in your account is 100% yours from the moment you earn it.

The two resources below are especially rich sources of information about corporate retirement plans. How does your plan measure up?

401Kafe
www.401kafe.com/
401Kafe is a rich source of commentary, news, tips, education and tools all about company retirement plans. Resources include a message board, newsletter, archives, an extensive FAQ, and Q&A with industry leaders. Click on <about us> for a tour of the site's many informative features. How does your agency's retirement plan measure up? Are you getting what you deserve from your employer of record?

BenefitsLink
www.benefitslink.com/
BenefitsLink provides compliance information and tools about employee benefit plans sponsored by private or governmental employers in the United States. The information presented in this site serves employers of all sizes, the employees who participate in benefit plans, and especially the many companies and persons who provide legal, administration, consulting and other services to employee benefit plans.

Most employee benefit plans are heavily regulated by frequently-revised federal laws (especially the Employee Retirement Income Security Act, or "ERISA," and the Internal Revenue Code). BenefitsLink is a rich source of up-to-date information on ERISA and other regulations. You will find a wealth of information, including newsletters, Q&A columns, message boards, source documents, current news and archives.

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Contract Employee's Glossary

Terminology For Contract Professionals
More terms from Appendix B: Glossary of Terms for Contract Professionals from The Contract Employee's Handbook.

Captive consultant
A captive consultant is a captive employee who works on consulting assignments for a consulting firm.

Captive contractor
A captive contractor is a captive employee who works on contract assignments for a contract employment agency.

Captive employee
Captive employees are permanent, full-time, salaried, benefited, regular employees.

Career
A career is a profession for which one trains. It is undertaken as a permanent calling, and usually involves consecutive, progressive achievement leading to ever-greater responsibility and financial reward. Examples are a consulting career, or a career as a technical or professional contractor.

Career coach
Career coaches are personal consultants who help their clients plan career goals, polish job-seeking skills, and develop a powerful professional network. A career coach may charge the job seeker either a flat fee or an hourly rate. Many outside recruiters refer to themselves as consultants and career coaches, but do not be deceived. Career coaches, like talent agents, work for the job seeker and talented professional. Outside recruiting firms work for the employer.

C-corporation
A C-corporation is the default form of corporation. In a C-corporation profits are taxed separate from the corporation’s owners under subchapter C of the Internal Revenue Code. Other types of corporation are S-corporation, professional corporation, nonprofit corporation, and religious corporation.

Certificate of insurance
A form provided by the insurer verifying that a policy has been written and stating the general terms of coverage. Clients and general contractors often require that their independent contractors provide certificates of insurance to prove that they have coverage for general liability insurance, errors & omissions insurance, and workers compensation.

Client
In the context of business, a client is a person or business that engages the professional advice or services of another business. Essentially, a client is a customer with whom a vendor has a contractual agreement or an ongoing business relationship. Independent contractors are vendors that provide consulting services to client companies.

Client-vendor relationship
The contractual relationship or ongoing business relationship between a vendor and client.

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P.A.C.E. News

P.A.C.E. Is Inexpensive => Free => Better Than Free

P.A.C.E. is a great bargain at 5%. It's even a better bargain at zero percent!

P.A.C.E. Offers its Employer of Record Service nationwide to highly compensated technical and professional contractors who bill on average at least $2000 per invoice. Our service fee is 5% of your division's collected revenues with a minimum charge of $100 for invoices under $2000.

P.A.C.E. mitigates the Co-employment risks associated with hiring Contract Professionals throughout the United States. P.A.C.E. employs you and issues IRS Form W-2 at tax time. P.A.C.E. processes your time sheets, invoices your clients, collects your revenues, processes your payroll, and withholds and pays all applicable payroll taxes and income taxes. P.A.C.E. covers you for Workers Compensation and Unemployment Insurance, plus General Liability Insurance and Errors & Omissions Insurance up to $5 million aggregate. P.A.C.E. provides continuity of employment, continuity of health insurance, and the best benefits package available to any employee in any company in the United States.

As a P.A.C.E. Division Manager you have all the freedom and financial advantages of a self-employed independent contractor, plus the best benefits package in the USA. . . and all for just 5% of collected revenues.

But, here's the really good news. You can offset P.A.C.E.'s 5% service fee in 1% increments through P.A.C.E.'s Referral Rebate Program. Get five contractors to join P.A.C.E. and P.A.C.E. Will pay you back 5%, making P.A.C.E.'s Employer of Record Service effectively FREE. Get ten contractors to join P.A.C.E. And P.A.C.E. Will pay you a rebate equal to 10% of collected revenues. That's BETTER THAN FREE.

It's like being self-employed with a roomful of little elves to do all the busy work. . . for free. Santa Claus should be so lucky!

Give yourself the gift of independence this Christmas. Join P.A.C.E., And get one or more fellow contractors to do the same. Freedom was never so FREE.

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.

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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:

• The Contract Employee's Handbook
  
• The Contract Employee's Newsletter
  
• The Contract Employee's Workshop
  
• Professional Association for Contract Employment (P.A.C.E.)

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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
U.S.A.
http://www.pacepros.com/

Editor:
James R. Ziegler, Ph.D.
Executive Director
P.A.C.E. -- Professional Association for Contract Employment
(925) 680-0200
cenewsletters@pacepros.com

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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.

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The Contract Employee's Newsletter: Sign Up Now! Useful News & Updates

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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

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