At Gallman Consulting, we know all about the companies you’re most interested in – the companies you’d love to work for. Search our database of thousands of jobs. #gallmantalent

Review the details of each job and apply online if you are qualified.

🌟Manufacturing Manager / Director of Manufacturing | Mechanicsville, VA

🌟Civil / Environmental Engineer | Charleston, SC

🌟Architect | Columbia, SC

🌟Estimator – Commercial Construction, Industrial Project Experience | Greenville, SC

🌟Retail Remodel Superintendents | Greenville, Charleston, Charlotte, Columbia

🌟Superintendent – Heavy Civil Construction | Greenville, SC

🌟Technology Designer | Dallas, TX

🌟Structural Engineer | Charleston, SC

🌟Retail Project Superintendents | Altamonte Springs, FL)

🌟Senior Structural Engineer | Columbia, SC

🌟Electrical Engineering Department | Columbia, SC

🌟Mechanical Engineer Team Leader | Dallas, TX

🌟And MORE at Gallman Consulting!

Join us in celebrating Smith on his 15th GPS Anniversary! Smith is an integral part of the GPS Family. We appreciate his dedication and hard work over the years!

Smith’s GPS Journey:

With GPS since 2008, Smith has touched many facets of human resources during his career in the staffing industry, including recruiting, business development, employee relations, training and project management.

As Regional VP – Sales, Smith supervises the sales staff for GPS’ South Carolina offices. In addition, he manages client accounts, sales and growth opportunities for all divisions of GPS.

As a Recruiter within GPS’ Direct Hire Division, Gallman Consulting, his focus is on helping our clients’ save time, effort and dollars on attracting, screening, and retaining top quality candidates.

Previously, Smith worked in public relations and marketing for a well-known retail real estate development company. He is also a past Affiliate Liaison of the SCMGMA – Lexington Chapter and a member of the Chamber of Commerce in Columbia and Lexington, SC and is a graduate of the University of South Carolina with a Bachelor of Arts in Journalism and Mass Communications. https://www.gpsjobs.net/job-agency-columbia/our-team

To read about our wonderful staff, please click Meet Our Team.

#gpsassociatesrock #gpsjobs

With GPS since 1988, MJ has seen a lot of changes in those years. What has not changed is the family-first, “do the right thing” values that are at the core of GPS. After starting as a Staffing Coordinator in the Columbia branch, MJ has worked her way through various Operations/Human Resources positions to her current role as Chief Operations Officer. She supervises the temporary/temporary-to-hire side of GPS’ business along with our direct hire division, Gallman Consulting.

MJ is a member of the American Staffing Association, the Society for Human Resource Management, Key Staff Group and the GPS Board of Directors.

An Indiana native and Purdue University graduate, MJ is thrilled to have moved south as soon as she could and currently lives in Chapin with her husband, Guy, and their Boykin Spaniel, Cooper. MJ loves her Lord, her families (home, work, church), the beach, and burying her nose in a good book. Oh, and dark chocolate!

To read about our wonderful staff, please click Meet Our Team.

Nanci began working with GPS at the age of 18 as a part-time clerk while attending college. Little did she know that part-time job would turn into a life-long career in staffing. She was promoted through the ranks to eventually land as the CEO and President in 2017.

Blessed with role models who molded her into a servant leader, Nanci is willing to give of herself such that others may thrive. Nanci understands the workings of GPS from all perspectives and possesses a unique ability to evaluate, understand and bridge the differences. She is an analytical driver by nature with a passion for helping and growing those around her to achieve their full potential.

Residing in Gilbert, SC with her husband, Nanci has a daughter, a son, and a grandson, who fill her heart and inspire her every day. She is a member of The American Staffing Association and the SC Staffing Association.  She serves as a Director for Temporary Services Insurance, Ltd., Vice-Chair for Temporary Services Insurance Risk Control Committee and on the GPS Board of Directors.

To read about our wonderful staff, please click Meet Our Team.

It is almost that time again! Gallman Consulting will be participating in “The Great American Shakeout” on Thursday October 20^st at 10:20am!

Our staff will take a minute on Thursday to identify items in our offices that could become “falling objects” during an earthquake, once identified, they will determine if there is a way to reduce the risk of the falling object to be a hazard during an earthquake. A real earthquake event is not a planned event, so our staff will practice taking cover at 10:20am tomorrow whether in their office, visiting another location, in another office within their branch, if they were driving down the road, at home or even out shopping.

Earthquakes can range from a small unnoticeable event to a catastrophic life changing event. This drill may seem unnecessary now but one day it may help prevent someone from experiencing a catastrophic life changing injury.

https://www.shakeout.org/socialmedia/

https://docs.google.com/document/d/1XySccYfDqddQ72qKqEumbbqhtHPyvqCG3akK9YQpyL4/edit#heading=h.eiu9fdh416th

The one thing you should know about us is that our number-one priority is helping you. It doesn’t matter if you’re a job seeker or a hiring manager—we have the experience, the expertise, and the resources to provide you with the solutions you’re seeking.

We’ve been in the search and placement business since 1985. We believe strongly in the importance of relationships, and that’s why we want to introduce one of our team members at the Gallman Consulting:

Meet Smith Richardson

Smith Richardson, Regional VP of Sales

With GPS since 2008, Smith has touched many facets of human resources during his career in the staffing industry, including recruiting, business development, employee relations, training and project management. 

As Regional VP – Sales, Smith supervises the sales staff for GPS’ South Carolina offices. In addition, he manages client accounts, sales and growth opportunities for all divisions of GPS. 

As a Recruiter within GPS’ Direct Hire Division, Gallman Consulting, his focus is on helping our clients’ save time, effort and dollars on attracting, screening, and retaining top quality candidates.

Previously, Smith worked in public relations and marketing for a well-known retail real estate development company. He is also a past Affiliate Liaison of the SCMGMA – Lexington Chapter and a member of the Chamber of Commerce in Columbia and Lexington, SC and is a graduate of the University of South Carolina with a Bachelor of Arts in Journalism and Mass Communications.

The one thing you should know about us is that our number-one priority is helping you. It doesn’t matter if you’re a job seeker or a hiring manager—we have the experience, the expertise, and the resources to provide you with the solutions you’re seeking.

We’ve been in the search and placement business since 1985. We believe strongly in the importance of relationships, and that’s why we want to introduce one of our team members at the Gallman Consulting:

Meet Georgette Sandifer, Senior Director of Placement

Georgette was born and raised in Columbia, SC. She is a graduate of the University of South Carolina and remains an avid Gamecock fan. 

Through her ever-expanding relationships, she finds top talent for Manufacturing, Construction, and Engineering industry clients. She has been recognized by one of the largest recruiters’ network in North America on multiple occasions both for high levels of successful placements as well as integrity and commitment. “There is perhaps nobody who exemplifies Top Echelon Network membership better than Georgette Sandifer of Gallman Consulting.”

Prior to Gallman, Georgette was involved in corporate travel services for more than 20 years. She was part of a national customer service training team, corporate travel management, and established contacts with major manufacturers and other customers throughout the US. Georgette joined Gallman Personnel Services in 1999 as a Business Developer and later started the direct hire division – Gallman Consulting. She works with candidates, recruiters, and clients throughout the United States applying her own high expectations of customer service and integrity to the business.

The First 90 Days: Maximize New Hire Success to Prevent Turnover

Are your employees flocking to greener pastures?

Employee turnover can often be discomforting for employers, especially when it worsens over time. With so much attention on effective recruitment and hiring practices, it’s easy to forget that retaining top talent can sometimes be more challenging than finding high-quality workers in the first place. And the COVID-19 pandemic made things even more complicated, with many employees choosing to remain unemployed rather than return to work or find new careers entirely in some cases.

According to Michael Watkins, author of The First 90 Days, “Employee orientation centers around and exists to help the individual employee, but it is the company that ultimately reaps the benefits of this practice.” In other words, your bottom line and productivity are directly affected by your ability to retain every employee on your team.

Recent studies recognized by Sapling found that a negative onboarding experience results in new hires being twice as likely to look for other opportunities. Remember that the average U.S. employer spends around $4,000 and 24 days to hire a new employee — if your new hire walks out shortly after coming on board, that’s a lot of wasted time and productivity.

On the other side of the coin, research discovered that organizations with strong onboarding processes improved their new-hire retention by 82%, and productivity went up by 70%. Statistics like these reinforce the importance of investing in an employee retention strategy that begins as soon as employees sign on the dotted line.

With nearly one-third of new hires quitting during the first three months, you need to do everything possible from day one to ensure they get off to a great start.

Ready? Let’s do this:

Focus on your communication.

Too often, employers get wrapped up in the technical parts of onboarding and end up dismissing the power of positive communication when welcoming new employees. Every aspect of communication — from the time you make a written job offer to an employee’s first week on the job — can influence your new hires’ perceptions of you as an employer.

Taking the time to communicate in a way that’s both professional and friendly will set the right tone as your new hires get acclimated to their new jobs. This involves clearly articulating your company’s procedures and protocols in all your training materials, as well as demonstrating positive verbal communication during orientations and introductions.

Furthermore, never underestimate how the simplest gestures can enhance employees’ onboarding experiences. For example, a “welcome note” from a manager or an informal “first day” lunch with new teammates can do wonders to help employees ease into their new responsibilities.

Train your managers on best onboarding practices.

When it comes to retaining your talent, remember your temporary employees deserve just as much attention as your permanent workers. Your managers are essentially front-line ambassadors for your organization and ultimately shape the employment experiences of your workers.

Assignments are often a gateway for securing full-time employees; therefore, how you treat your temporary workers can greatly affect hiring outcomes in the future. Managers can be instrumental in creating an atmosphere in which temporary employees have the guidance and resources to excel in the company for the long term.

One of the best ways to make a positive impression on temporary workers is by engaging your managers in the onboarding process. Training your managers on how to properly communicate and manage contingent workers should be an integral part of any onboarding strategy for a few reasons:

• First, managers are directly involved in helping new employees adapt to their new work environment and learn on the job.
• Second, stronger relationships with managers will ensure your temporary employees are properly trained and productive, improving the quality of their work experiences and attracting them to long-term opportunities within your company.

Whether employees are temporary, full-time, or anywhere in between, onboarding has changed since the pandemic. You’ll need to adjust your process now that the new hire isn’t in a physical office and can’t connect face-to-face with their peers and supervisors. Here are a few tips:

• Plan the first week. Keep the first week full so the new hire isn’t left wondering what to do next.
• Assign a “welcome buddy.” Pair the new employee with an established one to foster a connection and advise the new hire on a successful start.
• Have frequent touchpoints. Checking in frequently is key to success in a remote environment.
• Provide access to essential resources. Ensure the new hire has access to people and systems that they’ll need to be successful during their onboarding and training.

Conduct regular check-ins with employees.

A big misconception about onboarding is that it should only take a week or month to complete. This couldn’t be further from the truth. Effective onboarding should ideally be an ongoing process that actively engages employees long after their first few days on the job.

Conducting regular check-ins with your employees will allow you to regularly address their questions and concerns and rectify any issues they may be having — before they start seeking employment elsewhere! For example, you may implement monthly one-on-one meetings in which employees speak privately with their managers about their performance and how they can improve. This gives your managers an opportunity to hear from workers firsthand and make necessary adjustments to improve their employment experiences.

Ready to reduce turnover at your organization?

Building a relationship with a staffing partner is one of the most powerful ways to proactively reduce turnover within your organization while at the same time improving the quality of your workforce. Through strategic planning, your staffing partner will work closely with your team to meet key hiring and retention goals, as well as ensure optimal productivity and performance in every aspect of your organization’s operations.

It happens to the best of us, especially people who are very intelligent, very competent, and very talented.

It’s “analysis paralysis” – and the process of overthinking reduces our effectiveness and intelligence by producing inaction. Taking any action is likely to be better than inaction and indecision, but we can get so caught up in trying to find the perfect decision that we make no decision.

The answer is to cut through indecision and overthinking with action.

Before we talk about that, let’s look at what’s going on with smart, competent people who get stuck in their beautiful minds.

The Trap of Overthinking

For someone who doesn’t see a lot of possibilities, sometimes a choice is easy – you just choose the one that looks obvious.

But for someone who has an abundance of intelligence, there are many more doors than that. And choosing can seem impossible. So this person starts creating a decision tree in their mind: “If I choose this, then this might happen, which means I need to decide if I want this, and then that might happen… but then this other option brings three more decisions…”

They also will research every option, which leads to more research. It becomes an endless cycle of thinking through options, researching it, and through the research finding even more things to think about. No decision can ever be made!

It’s also impossible to analyze so many endless options, because each option contains a lot of uncertainty – you can never know how each will turn out, how important every factor is, what the probability is of each possibility happening.

The uncertainty in this kind of thinking is what keeps us stuck in indecision. We fear the uncertain outcome, and would rather have cold hard data, and much more certainty.

But we can never have the kind of certainty we’d like. We’d have to run experiments or do scientific research on every single thing before taking action, which means we’ve just missed out on opportunities as we did that research! Spending a lot of time analyzing comes with opportunity cost.

So how do we deal with this? By cutting through the overthinking with action.

Cutting Through With Action

If overthinking can be a trap of indecision, an unsolvable knot… how do we untie it? By cutting through it.

There can be no solving this knot through thinking – it’s thinking that gets us into it. Now, I’m not saying that “thinking is bad”… I believe we should contemplate pros and cons, that we should take a step back from action and get some perspective, see the big picture, consider the deeper “why” of what we’re doing. But at some point, we have to say, “Enough!” And then take action.

Setting a limit for thinking can be a good way to do this. “I’m going to spend the next 2 days thinking about it, and then make a decision on Tuesday.” You consider the merits, you do a bit of research, you talk to other people. Then you decide, and take action.

How do you decide when there is no certain answer? You have to just pick something that seems to be the best, given your limited information. It’s like poker – you never have complete information, but have to make a decision based on what you do know, and the most likely outcomes (the likelihood is based on what you know, but you can adjust your mental probabilities with experience).

You start by taking a step back, think about your deeper “why” as it relates to this decision… and also what you’re basing this decision on. Is it based on fear? On instant gratification of a desire? These don’t lead to good long-term outcomes, in my experience. The place to come from is long-term benefit – is this a loving action for those you care about, or for yourself?

Then you think about the different factors that weigh into the decision, and how important each are to you. You think about likely outcomes of each possibility (don’t limit yourself to just 2 possibilities), and weigh the probable benefits with the probable costs.

And then finally, you just go with the decision that seems best. Do a quick review of whether this is for the best long-term benefit. And then pull the trigger. Step off the plank.

You cut through all the doubts and fears and hand-wringing that are holding you back, and just dive in.

Get good at this diving in by doing it in small versions:

• Write something short and publish it
• Take a small action to your long-term dream career or business
• Take a small action to be healthier
• Declutter one thing that’s easy to decide on, rather than getting stuck on things that are hard for you to make a decision about

What decisions are you stuck on? Can you make a small decision that’s easier, and take action? It might give you more information that helps with the bigger decision. And in the end, the real benefit is practicing taking action without getting caught up in indecision and inaction.

About the author:

Leo Babauta is a writer, former journalist and former editor of the Pacific Daily News. Babauta is a Top 100 blogger, as the creator of the popular Zen Habits blog and mnmlist, and author of the best-selling book, The Power of Less. He is married to Eva Cruz Babauta and has six children: Chloe, Justin, Rain, Maia, Seth and Noelle.