Benefits of Working with Access Staff International
  How to Gain
the most value from
Access Staff International
  Some Helpful Hints
(For Employers)
  Tips for Success
and Frequently Asked Questions for Employers
  Interview Tips
For Applicants
  We understand an organization and its needs by using effective interviewing skills and other reliable sources for generating useful information.


The benefits of a placement service are immeasurable when considering time, money and quality. With Access Staff International, you see only those candidates that are sincerely interested in your companyís opportunities as well as prepared to discuss your needs. In addition, each candidate goes through a screening process that verifies their ability to do the job.


Our "state-of-the-art" computer network system give you access to qualified candidates at every level of most industry. Our system quickly and efficiently identifies only those candidates who fit your requirements.


Our cost effective approach to the selection process saves you valuable time. We give you a broad pool of only the very best candidates to choose from. Our industry knowledge gives you timely intelligence necessary for successful recruiting.


We can save you a significant amount of time and money. By pre-qualifying and thoroughly screening candidates, we make sure there is a potential "fit" for your job vacancy. We help insure that once a candidate is hired, he/she is truly right for the position, and will remain a viable and valuable asset to your firm. This translates into cost-effective search solutions and bottom-line results.

Back to... Why Choose
Access Staff International

Get the candidate you want:

Performance is guaranteed:
We aggressively pursue candidates that match your skill set and your corporate culture. We use our database of information to help identify companies that might employ a suitable candidate. We then use our contacts to determine which candidate has established themselves as being "best in the field". Finally, we follow an in-house interview process to ensure that you have the greatest chance to successfully hire the candidate that you want and then follow-up to ensure that they report to work. We offer guarantees on the candidates that we provide. Our goal is to provide candidates that meet or exceed your expectations for your requirements. Recruiting highly qualified personnel requires corporate alignment with a firm such as Access Staff International. We will assess your requirements and then offer you our services which include direct recruiting, in-depth interviewing and thorough reference checking.
Structure hiring process to ensure success:
"People are our most important asset" is the popular theme of most successful organizations. Conversely, the negative impact of a bad hire can be substantial.

In a recent poll in the US, many of the nationís top human resource executives, concluded "conservatively" that the true cost of a bad hire is an incredible 300% to 400% of that personís annual salary.

That cost may include wasted salary and benefits, redundant training efforts, counter-productivity in the selection process, missed business or hiring opportunities, irritated customers, wasted management resources, and potential litigation for alleged "wrongful dismissal."

With such eye-opening risks, logic dictates that employers develop and adhere to scientific approaches to candidate recruiting and evaluation. But executives frequently evaluate interviewees based on first impressions, chemistry, etc., while assuming that capability, motivation, dependability, and other performance-related attributes are present.

It is much easier to hire the right people to begin with than to deal with a bad fit. Numerous "systems" or approaches exist that add a degree of science to the process. The common threads tend to center around the following:

Define ideal and required characteristics, skill/capabilities, motivations/values, track record, potential, etc., based upon specific tasks to be performed, objectives of the position and critical success factors. In other works, how will you know, objectively, if the candidate can do the job?
Determine whether the candidate has the credentials, and motivations through effective interviewing. An questionnaire must be prepared, in advance, targeting the key factors of job performance: skill, motivation, and organizational fit, short and long term. Address questions about what the candidate did, with behavioral versus theoretical questions, that focus on a situation or task, the candidateís action, and the result. Follow-up with more specific questions about the responses, particularly when an evasive or ambiguous answer is given. "Simulation" or "case study" questions can also provide insight to thought processes, and problem solving skills.
Regarding job motivation and organizational fit, probe and evaluate the candidatesí goals, "ideal jobs", values, attitudes, likes/dislikes, drive, dependability, etc. Also, a great deal can be learned about candidates by the questions they ask.
An extremely effective tool for extracting questionably attributes and contradictory information directly from the candidate is the threat of reference check. In identifying previous supervisors and receiving authorization to speak with, ask, "How will this supervisor rate your strengths, weaknesses and overall performance?" and "What problems or issues would you like met to know about before I speak with this person?" The answers will indicate problems and potential weaknesses, and there are at least two sides to every story.
Of course, an effective interviewer must develop and maintain rapport with the candidate. Long-term opportunities must be presented accurately and attractively. Be sure to talk about the organizationís future and "vision", and the candidateís important role in getting there. Remember to maintain the attitude that this is a "recruiting" process as well as a "selection/screening" process. Anyone capable of passing the gauntlet just described will be in great demand, and will have the luxury of being equally selective.