Contingent Workforce Solutions

Keeping pace with your company’s contingent workforce requirements and managing the need for top-notch temporary and contract candidates calls for the experience and resources of Atterro CWS.  With our help, you’ll get unparalleled control and efficiency, mitigation of risk and undeniable value.

The high cost of vacancy

CostIconWhen a business is understaffed, it will soon experience the negative impact. Insufficient headcount can lead to lower production and increased overtime, resulting in lost revenue and added costs. Prolonged vacancies can affect delivery schedules and customer service, resulting in a tarnished image and reputation. This can also create issues with employee morale.

If you are experiencing any of these symptoms, it is time to contact Atterro CWS.

Strategic talent recruitment

StrategicIconSeasoned. Atterro CWS on-site recruiters have the field experience and deep understanding of position requirements necessary to successfully source qualified temporary and contract candidates for jobs in every category.

Resourceful. Supported by off-site resources and contemporary technology for talent sourcing, the Atterro CWS team is able to handle high-capacity requirements efficiently.

Expert. Atterro’s off-site support features talent acquisition specialists who custom tailor a complete strategy for attracting the qualified people you need when you need them.

Supportive. A vital component of that strategy includes precisely targeted recruiting materials, crafted by our in-house marketing team using your company’s brand and voice, in all appropriate media: mobile, interactive and print.

Customized solutions from Atterro

CustomIconConsultative. The Atterro team listens to you, looks at the total picture, then consults with you to build an individualized action plan. The strategy might include modifying schedules, adding or removing a shift, as well as increasing or decreasing the number of workers in specific job categories to improve productivity.

Versatile. Atterro CWS teams have the know-how to get up-and-running fast to hire skilled people in categories as diverse as: manufacturing, call center, distribution, office administration, telecom, oil and gas, business outsourcing, technology and e-commerce.

Nimble. Unlike other large staffing and recruiting companies that can be slowed down by their complex structure and procedures, Atterro Human Capital Group is a closely-held business run by an ownership team vested in top performance and timely decision-making. Our clients appreciate the difference. Atterro CWS is able to be innovative – building custom solutions, unique to each client’s circumstances, which would be impossible to accomplish quickly in a firm tangled by its own bureaucracy.

Accountable. With Atterro- transparency is the goal, so you’ll always know where things stand. Our team continually gauges its performance against your goals by measuring job fulfillment rates, time-to-hire, worker attendance and other vital workforce management metrics to ensure that you are getting real value from the partnership.


Make Atterro CWS your on-site staffing partner.

Joshua Smith

Joshua Smith

Vice President of Business Development, Strategic Solutions
817) 800-7183

Justin McCollum

Justin McCollum

Strategic Account Executive
817) 717-3710

How Atterro CWS doubled the skilled trade workforce for a provider of natural gas compression equipment

An oil and gas equipment provider was expanding its Houston manufacturing facility and needed to more than double its skilled trade workforce – including welders and machinists, among Houston’s highest demand positions.

To recruit these hard-to-find candidates, Atterro CWS developed a customized plan that went well beyond conventional talent acquisition, including such tactics as:

  • Creating a compelling marketing campaign targeting both active and passive job seekers
  • Offering enhanced referral bonuses to all working employees
  • Engaging in skilled trade chat rooms to build new relationships
  • Working directly with trade school career counselors
  • Participating in energy, welding and engineering association meetings and conducting welding competitions to attract new candidates
  • Utilizing Atterro’s recruiting center resources to respond to every candidate inquiry within 30 minutes

Atterro successfully staffed 185 skilled trade positions for this company, which subsequently hired more than 40 Atterro temporary workers as regular employees.

Number of skilled trade labor staffed

Minutes to respond to applicant inquiries

Number of recruiting outlets used to acquire talent

Case Studies

Case Studies - 1THE CHALLENGE: The customer, a leading consultant company specializing in legal and contact center services, needed 225 talent to staff two separate contact centers for their client in Minnesota. The client needed both contact centers fully operating 24 hours a day, seven days a week in just 48 hours. It was important that there were a specific number of employees working in each contact center at specific times of the day and night. The customer also needed to provide their client with activity reports in half hour increments to show that both centers were fully staffed and providing the desired level of customer support.

THE ACTION PLAN: Atterro CWS on-site team quickly recruited and qualified candidates, with the support of the local branch office and extensive corporate resources. Candidates were screened and availability confirmed to work weekends and overtime for the duration of the project.


  • Securing dedicated team members to identify and qualify candidates for the project
  • Placed recruitment advertising using a variety of employment media
  • Conducted Saturday and Sunday open houses
  • Placed a dedicated team member on-site in both locations
  • Provided on-call 24 hours a day, seven days a week client support for the duration of the project
  • Provided client with complete labor tracking and operations results in half hour increments


  • Atterro successfully staffed both contact centers within the specified 48-hour time frame.
  • Exceeded the initial goal of 225 talent working within the 48-hour timeline and added another 100 talent to the contact centers within the first week.
  • With over 330 talent working on the project, contact center representatives serviced over 108,700 consumers.
  • Daily call volume peaked at 12,228 calls with an average hold time of only of 13 seconds.
  • Atterro’s contact center experience, the ability to quickly mobilize its resources, and the cohesive team exceeded the client’s The client was amazed with the efficiency, quick turn time and the qualified professional talent provided. A service level of 91.5% was achieved, exceeding the client’s expected service level. Atterro was commended on teamwork and commitment to providing qualified and proficient talent resulting in a successful project for a contact center client.

Case Studies - 2THE CHALLENGE: A global leader in information technology and business process services decided to expand their operation by opening a new service desk center in San Antonio, TX. To ensure proper operational capabilities, this new center required a full staff of service desk technicians to answer customers’ questions and troubleshoot hardware and software issues. The client was also faced with needing to hire contractors for short-term special project based work. Atterro Human Capital Group was selected to exclusively staff this new center.

THE ACTION PLAN: Atterro developed and executed a custom-tailored talent acquisition strategy targeting a variety of information technology and customer service professionals throughout San Antonio.


  • Networking with established local media contacts to generate candidate/resume activity for open
  • Writing compelling job descriptions to drive online resume
  • Advertising and marketing positions through email campaigns, social media network, exclusive talent community database, and onsite job
  • Partnering with professional networking organizations and
  • Thoroughly screening and selecting appropriate talent based on customer service and technical skill
  • Designing and conducting a comprehensive talent onboarding process including a first day orientation pr
  • Providing daily talent management

THE RESULTS: Atterro successfully staffed over 400 open positions during a 4 year period, achieving a 97% on-time fulfillment rate on behalf of the client. Over half of the new hires who were onboarded and trained by Atterro Human Capital Group were eventually hired on by the client as full-time employees, many who have been promoted to leadership positions within the organization including supervisors, team leads, trainers, quality assurance and IT support professionals. Due to the high level of success and support Atterro was able to achieve in staffing this new operational facility, the client assigned Atterro to staffing projects for additional facilities located in Troy, AL, Aberdeen, SD, Fairfax, VA, Mansfield, MA along with Texas locations in Bedford, Dallas, Austin, and Ft. Worth.

Case Studies - 3THE CHALLENGE: A leading global provider of technology solutions for the energy industry was rapidly growing, but hiring enough qualified people to support the growth was becoming an increasingly strategic and critical problem. The company needed an experienced managed services partner who could implement a total hiring solution including identifying areas for process improvement and managing a variety of staffing vendors, contractors and consultants.

In order to find the right ally to accomplish its goals, the company used an external consultant to analyze both its internal situation and competing providers. As a result of this consultation, Atterro Human Capital Group was selected as the exclusive partner because of its experience, service and proven success.

THE ACTION PLAN: Atterro began by meeting with Human Resources, Business Unit Leaders and key Departmental Hiring Managers, discovering and identifying what was important to them. The Atterro team collaborated to determine where they could streamline processes and maximize efficiency. Areas identified included:


  • Worked with department managers and human resources to consolidate a list of approved vendors and 1099 contractors.
  • Communicated process changes and contractual requirements to all approved vendors.
  • Ensured compliance with screening, background checks, onboarding and confidentiality procedures.
  • Aligned skill requirements, bill rates and invoicing procedures.


  • Consulted with the customer to eliminate certain elements of its pre-employment criminal background check that were proven to be ineffective and expensive.
  • Added all sub vendors into Atterro’s on-line timekeeping system and implemented a streamlined invoicing process for ease of tracking and payment.
  • Standardized bill rates by department to meet budgets and skill.


  • Interviewed managers to gain a better understanding and document individual departmental needs.
  • Developed an Interview Profile Summary to help identify better qualified talent and provide presentation consistency with each candidate.
  • Facilitated strategic planning meetings with human resources on a weekly basis to address any issues and discuss Atterro initiatives.
  • Initiated weekly meetings with the customer’s direct hire recruiting team to consult on open requisitions and discuss forecasted staffing needs.
  • Developed two week training and onboarding program that included a customized orientation and company video created by Atterro.
  • Standardized background check process for all incoming new hires and contractors.


  • Implemented a post accident/drug testing process for temporary and contract employees that the customer adopted for full-time employees.
  • Attended customer’s internal training for safety audits, training tracking and measurement of employees.
  • Implemented these programs for temporary and contract employees.

ADDITIONAL SERVICES: Atterro provided the customer with consistent procedures and documentation tools (which they later adopted) to improve the effectiveness of their employee relations investigations.

THE RESULTS: Atterro helped the client meet its aggressive hiring goals thus allowing the firm to sustain its revenue growth. Through more efficient vendor management, the client realized more than $600,000 in hard cost savings, with more subjective soft cost and time savings far exceeding expectations. Using more effective solutions, Atterro was able to ensure a consistently qualified contingent workforce through better screening, selection, onboarding and training efforts.

Articles & Resources

Millenials 3Boomers and Millennials: A Powerful Mix

Boomers and millennials not only come from different decades, they bring their own strengths and experience to the workplace. Each generation has a particular culture, unique work style and their core values differ greatly. When boomers and millennials work side by side, or one acts as supervisor, they can play well together in cross generation teams, learn from one another and invigorate and motivate each other. The key is to know and understand the inner workings and strengths of each group, and encourage them to mentor and teach each other.

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The millennials were born between the 1980s and 1990s. They grew up in the digital age and are savvy when it comes to social media, technology and online tactics. Interestingly, they’re primarily the children of the baby boomers. In 2011, the first of the baby boom generation reached what used to be known as retirement age. And for the next 18 years, boomers will be turning 65 at the rate of about 8,000 a day. In 2025, 75% of the workforce will be between the ages of 18 to 30. Many of these potential hires will be in a life stage without spouses, children, established careers and houses and they’ll want a position in a company that provides value and meaning. The boomers were born between 1946 and 1964. This generation experienced a healthy post-war. The baby boomers dominated the work economy and working 8-5 was an important source of their self worth. In fact, they lived to work and the concept of work life balance was not a possibility, but simply a quaint idea. In today’s workplace, Boomers often expect millennials to work 8-5 as well, this can become a pain point. Millennials have a workplace style that is vastly different than their predecessors. They grew up protected from failure by over-engaged parents and don’t buy into climbing the corporate ladder and paying their dues’ like boomers. Instead, they value equality over hierarchy and flexible schedules as well as time for personal pursuits. They want to make an impact immediately and have no problem challenging authority or the status quo. Millennials will bring this mindset into leadership and management roles. Imagine working next to a new hire whose parent you dated or being on a team with your parent’s best friend. It doesn’t have to be awkward. With honest communication and trust, these two vastly different groups can become very effective working together in an environment that is flat and no longer hierarchical. A flat hierarchy is new to baby boomers, but it works when the generations share a focus and sense of purpose. At the core of the millennial energy is potential:

    • Relatively fresh, especially in the working. Millennials haven’t had time to learn what doesn’t work.
    • Able to work incredibly hard when they are motivated to do so. Intense focus, long hours, across a range of task domains.
    • Intuitively understand technology – they are “digital natives.”
    • Want to see the world become a better place for themselves and their future families.
    • Want mentors who can guide them and explain what mistakes to avoid to maximize.

At the core of boomer energy is experience, with 42% of them planning to continue working after age 55:

    • Intangible wisdom that comes from decades of forming and living through relationships, projects, and experiences.
    • Tend to have an uneven relationship with technology, how it works, and what is possible.
    • Want to see the world become a better place for their children and grandchildren.
    • Want to feel like they have a direct and tangible way to give back and pass along the things they’ve learned.

Millennials who enter the workforce seek a collaborative organization and demand that companies be transparent. They desire a setting where the culture and the work has meaning, and will make working from home the norm. They perform best when they have something to believe in. When an entry level job is positioned as a role that can have an impact and fit into the larger picture, the work becomes valuable in their eyes and they will perform. Embrace their fresh ideas and innovative approaches and include them in brainstorming sessions. They want to be challenged and recognized. Baby Boomers are goal oriented and seek recognition. They exhibit a strong loyalty to their employers and prefer a consensual leadership style. Boomers prefer face-to-face communication, but to work well with Generation Y they’ll need to adjust their communication style and get social. That includes Facebook posts and Twitter tweets. Who better to help them than Millennials? Remember, millennials may not have extensive work experience, but that doesn’t mean there isn’t great potential and a terrific fit. Instead of a list of past jobs, look at their life experience. This can be another way to evaluate behavior, values and see how they match up to a job description. The challenge for Human Resources is to demonstrate a knowledge of what’s important to each generation and a sensitivity to what makes them happy. This will help companies shape a culture that meets the needs of both and capitalizes on their strengths. The result will be improved productivity and collaboration, and in turn, more success for employees and the organization. Sources: Forbes: ways-millennials-are-creating-the-future-of-work/ 99u: United Nations Joint Staff Pension Fund:,%20Selection %20&%20Talent%20Management%20Model%20tailored%20to%20meet%20UNJSPF’s%20Business%20Development%20Needs.pdf 

Top Talent

Do You Have a (Cost-Effective) Plan in Place to Retain Top Talent?

By Teri Calderon
Senior Vice President, Human Resources

Talent retention seems simple: hire qualified people, treat them well, pay them fairly, and they’ll stay for life, right? Not in today’s employment market. Today we are facing record low unemployment rates and workers with multiple options for employment.

Turnover costs time, money, and other resources. According to the Society for Human Resource Management (SHRM), research suggests that replacement costs can reach as high as 50-60% of an employee’s annual salary. Once you add in other transition costs such as lost productivity, impact on morale, etc., the total costs associated with turnover can range from 90-200% of annual salary.

Actively working to retain top talent is the answer, yet according to a recent study, only 53% of organizations have a talent management initiative in place. An employee retention plan does not need to be extensive or expensive.

10 Low-Cost Employee Retention Strategies

Retention goes beyond competitive salaries and benefits. There are a number of strategies you can implement today for little to no cost:

Hire the right people
Retaining your workforce begins with hiring the right people. To reduce turnover risks, seek people who are interested in developing their careers and are a good fit within your company culture. Identify 5-10 key personality characteristics and skills of your top performing long-term employees and seek similar traits as you add to your team.

Provide opportunities for learning and development
Train new employees well and continue to provide ongoing personal and professional development opportunities. Identify your emerging leaders and focus your development initiatives on them. Provide experiences they would not otherwise have, such as interaction with senior leaders or a learning project where they are asked to resolve a real-life business problem. Employees benefit by expanding their skills and you benefit by gaining a productive, skilled workforce. It’s a win-win!

Provide a career development plan
Employees are more likely to stay if they have a long-term vision of their role within the company. Provide new employees with a well-defined career path so they understand what it will take to progress through the company. Have your managers meet with employees on a regular basis to discuss the trajectory of their careers and how your company can help them grow and advance. This conversation will also help you identify training needs. Highlight employees who have been promoted within your organization and share their stories.

Invest in your management team
People often don’t quit on their jobs, they quit on their boss. Check in with your management team often and provide ongoing leadership training to ensure that your employees have managers who are professional, fair, and good communicators. Promote employees to management roles, not only because they do a good job, but because they have demonstrated an ability to lead people.

Open lines of communication
Build trust by being transparent in decisions related to rewards, recognition, and employee development. Maintain an open door policy so that your employees feel comfortable voicing their opinions and ideas. Likewise, check in with them from time to time to provide your feedback. Implementing your employees’ ideas will create a sense of ownership and responsibility.

Create passion for your brand
Identify employees who are your culture and brand champions and have them share their stories via internal communications and social media sites. There is influence in story-telling – so let their stories be heard!

Recognize their efforts
Ask each employee how they prefer to be recognized. In many cases, taking the time to provide a simple ‘thank you’ goes a long way. This is especially true when employees are praised in front of their peers. Take this act of gratitude to the next step by providing a hand-written thank you to acknowledge your employee for their efforts. Appreciated employees are loyal, hardworking employees.

Make work meaningful
People want to be a part of something that has significance not only to themselves, but also their communities. This is especially true for Millennials. Help employees see how their work positively impacts the team, department, organization, and society at large. Create meaningful experiences by backing a cause and providing ways for your team to contribute. For example, schedule time for employees to volunteer at your local food shelf.

Provide work/life balance
To achieve high levels of employee satisfaction, you need to recognize the overlap between life and work. If possible, provide flexible work arrangements so that your employees can take care of their personal and family needs and put their full attention to their work while on the job.

Conduct “stay interviews”
A stay interview is an informal review in which the manager and staff member sit down to review progress, ideas, and feedback. It allows you to learn what really matters to your top talent. Stay interviews boost engagement and reduce the likelihood of turnover. If a star employee has an issue, wouldn’t you prefer to have a chance to fix it before they give you their two weeks’ notice?

Employee retention does not need to be complicated or costly. To keep turnover rates low and your workforce happy, motivated, and productive, it really comes down to this: value your employees and – most importantly – let them know they’re valued.

Stay Interview Questions

• What keeps you here? What would entice you to leave?
• What is the type of impact you are looking to have while working here? Do you feel as though you are making a difference in the organization and beyond? Are we fully utilizing your talents?
• Are you receiving the regular feedback you need to do your job well? Do you feel as though you are being fairly recognized for your contributions?
• What specifically would you want to change about your current role if given the chance? How do you want to widen your professional horizons?

Teri Calderon is the senior vice president of human resources for Atterro Human Capital Group where high engagement scores have led to low turnover, financial growth, and “Best Places to Work” status. Ms. Calderon has 20 years of experience in the field of human resources, the last 13 with Atterro.

Create a Positive First Impression with an Employee Onboarding Plan

Congratulations! After an extensive search and interview process, you found the perfect candidate with the skills, experience, and traits to fit your company culture. Your next superstar employee is ready to hit the ground running. Are you? In other words, do you have an onboarding plan that will make a great first impression?

Onboarding is the process of welcoming new employees into the company and introducing them to colleagues, training, and the company culture. In addition to creating a strong start, an onboarding plan:

  • Increases profitability by demonstrating how the new employee’s contributions directly impact the company’s financial goals
  • Improves retention by lowering the risk of an unsuccessful or disappointing transition
  • Engages the new employee by building relationships and setting expectations early and often
  • Ensures that every new employee’s initial experience is similar, regardless of position or department

6 Onboarding Success Tips

The most effective onboarding programs are automated and have a defined process with checklists and a schedule. Planning for the first day and beyond ensures that new employees have everything they need to be successful. Here are six onboarding best practices:

1. Don’t wait for the first day

There are no second chances at making a great first impression. Onboarding begins before the first day on the job. Before new employees start, call or email to confirm logistics such as parking, expected arrival time, dress code, plans for lunch on the first day, and who to ask for upon arrival.

On the first day, create a welcoming, “we’re ready for you” environment to help new hires feel confident about their decision to accept the job. There are a number of ways you can prepare for new hires, including:

  • Set up workstations, including computers and office supplies
  • Print business cards and nameplates for the offices/cubes
  • Have training materials and new employee paperwork ready
  • Assign someone to greet new hires upon arrival

2. Acclimate new employees to the team

It’s important for new hires to create meaningful connections with colleagues, management, and direct reports. Personally introduce new hires to the team during the first week (depending on the size of the team, you may want to spread this out over a few days). A team lunch is a great way for everyone to get to know each other on a personal and professional level.

To encourage strong working relationships, help new hires understand how they contribute to the team’s success. Identify early successes to establish a sense of value and belonging from the very beginning.

3. Use the buddy system

Assign mentors to new hires. A mentorship program makes an onboarding program more efficient and effective, and demonstrates a company’s commitment to employee success. Mentors serve as resources for questions, help new employees build a network, and offer key information about the company culture.

4. Map out a training plan and schedule

Create personalized training schedules that outline tasks to learn and who will teach them. Share the schedules and learning materials with the new hires so that they can prepare for each day of training. Make sure that your trainers block their schedules so that they can give their undivided attention – no phone, email, etc.

5. Define expectations

The last thing you want is confused and unsure new employees. Make sure that new hires have a clear understanding of their roles within the company and job duties. During the first week, new hires should meet with management to discuss expectations on deliverables, timelines, and performance. Explain the roles of key team members, how the team works together, and the company’s processes and procedures. To boost productivity and help new employees feel engaged, assign tasks that allow them to quickly make positive contributions to the team.

6. Schedule regular check-ins

Above all else, your daily interactions and conversations with new employees are the single most important factor to a successful onboarding experience. To set the stage for giving and receiving feedback, ask insightful questions, including:

  • How do you see the experience here fitting into your career development goals?
  • How can I best help you be successful?
  • How do you best learn?
  • What motivates you?
  • What type of management style do you work with well?
  • What do you feel is important for me to know that I may not already know about you as it pertains to work?

Continue to check in with new hires on a regular basis to make sure the job fits their expectations. As a rule of thumb, check in every day for the first week and then weekly for the first 90 days. This will lay a foundation of trust and respect and establish open dialogue and communication with new employees from the very start.

Following these six onboarding best practices will help you guide new hires toward productivity and peak performance, while providing the resources they need to be successful. As a result, not only will you create a positive first impression, you’ll have a solid foundation to build lasting working relationships.

Candice Winterringer is the senior vice president of strategic solutions for Atterro Human Capital Group. A results-driven leader with 30 years of experience in the staffing industry, Candice helps organizations increase recruiting productivity, attract qualified new employees, and improve retention and performance.