Staff Resources, Inc.

Standing Out From the Crowd

A professional full-service staffing provider, SRI has been providing talent to business and industry since 1994.

  • SRI specializes in filling technical and non-technical staff positions in the U.S., Mexico and Canada.
  • SRI’s extensive database houses thousands of highly talented professionals to satisfy all levels of business and industry.
  • The SRI recruiting staff is a team of experienced, performance – driven professionals, dedicated to continuous improvement and committed to serving the client’s needs.
  • Staffing programs for all clients include:
    • Contract
    • Contract to Permanent
    • Permanent
Staff Resources, Inc.
Staff Resources, Inc. - Our Sister Company

Our Mission

Staff Resources, Inc. is dedicated to providing qualified, professional, and technical staff to the manufacturing and engineering based community. Our team of experienced professionals strives to maintain continual interaction with our clientele in order to ensure the delivery of superior performance from conception to completion of an assignment. The continued success of SRI will be the result of our staff contributing fully in the areas of sales, recruitment, and employee relations. Our commitment to quality service, profitability, and employee development will insure our growth at a national and international level.

One Exclusive Staff Resources Advantage

We will go to extremes to pre-qualify our staff to insure complete customer satisfaction. Staff Resources people make positive contributions to the success of customer companies in virtually every segment of industry.

Staff Resources, Inc. works with you to insure total understanding, commitment and involvement based on your individual job requirements. A computerized database allows quick response to job requests. After placement, we continue to stay in touch to insure continued satisfaction for everyone involved.


Engineering and Technical Support

  • Automotive Product Engineers and Designers
  • Electrical / Controls Engineers
  • Facilities Engineers
  • Manufacturing and Process Engineers
  • Material Handling Engineers
  • Paint and Environmental Engineers
  • Quality and Reliability Engineers
  • Simulation Engineers
  • Structural Engineers


  • Bid Package Development
  • Baggage Handling
  • Concept Engineering
  • Containerization
  • Conveyors
  • Detail Engineering
  • Design and Start-Up
  • Ergonomics
  • Field Installation
  • Lean
  • Material Flow
  • Material Handling
  • Product / Process
  • Six Sigma / Kanban


Specialized Areas of Expertise

  • Program / Project Management
  • EH&S, Environmental, Health and Safety
  • Designers – 3D
  • Document Control
  • Project Scheduler
  • Clerical and Administrative
  • Material Planning and Logistics
  • Sales / Marketing
  • Technical Analysts
  • Technical Writers
  • Warehouse

Staff Resources


We can save both the candidate and client time and money with the services we provide.

Value-Added Services

  • Customized job search
  • Customized candidate search
  • Standardized formatting

Save Time

  • Let us do the in-depth research on the candidate and the company
  • Let us do the wage negotiations and coordinate interview scheduling


  • Hidden Surprises
  • Insurance Costs
  • Payroll Taxes
  • Recruitment Fees

Staff Resources Responsibilities:

  • Cover all up-front costs
  • Process paperwork
  • Pre-screen candidates, reference checks
  • Provide executive summary of candidate to client
  • Provide competitive hourly rates
  • Provide easy-to-read monthly invoice
  • Environmentally conscious approach with electronic invoicing and correspondence available
  • Provide single point contact to client

Employee Benefits:

  • Blue Cross Blue Shield / Blue Care Network
  • Life Insurance
  • Vision Insurance
  • Co-Pay Prescriptions
  • Direct Deposit

Employee Resources

Interview Tips

  • Dress “business appropriate” – no shorts, t-shirt, etc.
  • If you are running late, be sure to call
  • Concentrate on eye-to-eye contact
  • Speak clearly – do not shout or mumble
  • Ask employer about how much time they have available to talk
  • Ask permission to take notes – bring pen and paper with you
  • Research company beforehand – have a list of general questions to ask
  • Sit facing employer
  • Sit straight up in chair; posture is important
  • Address client as Mr. or Mrs. until told otherwise
  • Answer questions and do not over-discuss; watch your time
  • Always try to get face-to-face with person doing the actual hiring
  • Always convey a positive attitude
  • Know the Privacy Act and your rights under it
  • Avoid crossing your arms, pay attention to gestures and body language
  • Avoid committing to a specific salary – instead, offer a reasonable range
  • Be open and negotiable
  • Follow-up with a “Thank You” letter or email

Your best option if asked a question that appears to violate the Privacy Act is to think about whether it is relevant to your ability to perform the job, and provide an answer that applies to that intent. For example, if you are asked whether you are a United States citizen (which is not legal to ask), you can reply that you are authorized to work in the U.S., which is a question the employer can ask you and which is appropriate to answer.

Résumé Help

  • Open with Objective Statement
  • Have Summary Statement at the top
  • Customize each résumé to the individual job
  • Concentrate on Key Words – powerful and effective words
  • Tailor your résumé to show how you can help the employer
  • Demonstrate how your knowledge can benefit the employer and fill their need (This information will require researching the job description and the company’s web site.
  • Keep it short and to the point
  • List education, accomplishments, and training: highlight that which is relevant to the position
  • Think about how dates and times can help or hurt your résumé, highlight where they will help, exclude where they won’t
  • Remember that the intent of the résumé is to get you an interview
  • It is not necessary to list every job you have had – concentrate on accomplishments
  • Tell the employer WHY you want the job and WHY they should choose you
  • List key skills and work experience, tie into the position where possible
  • Make sure your name is on each page of the resume, so that if pages get separated your information does not get lost.
  • Be Specific – Avoid vague tems like these:
    1. Accounting – This term is used very frequently, but means different things to many people. You need to list your experiences, for example: Balanced Budgets, Invoicing, Tracked Profit and Loss Statements, Maintained Records, etc. Use as many specifics as possible: How large of an account? For how many people?, etc.
    2. Engineering is another generic and overused word. The employer needs to know exactly what type of work you are capable of doing; you need to convince the employer of your skills as related to the job description. Key phrases to use include: “Reduced cost”, “Eliminated down-time”, “Increased throughput”, etc.

Résumé Process

  1. Important – Always send a Cover Letter with your résumé. Your cover letter should be a brief and focused description of why you believe your skills are a match for the job being offered.
  2. Develop a General Introduction Résumé. Remember to keep it short and use keywords related to the job you are seeking. You should try to limit this type of résumé to around two pages. The sole purpose of this résumé is to get to the next step – the Interview. Review and customize your résumé for each job post ion you apply for – do not send out generic “blanket” résumés for all job openings.
  3. The Interview Résumé is the one that contains more detail. We suggest you carry at least six (6) copies to the interview. Inform the employer during your discussion that many of your qualifications are detailed more thoroughly in this résumé, and hand this to them at the end of the interview for review. The employer should be engaged in the discussion of your qualifications, not distracted looking through your paperwork for them. It is recommended that you have available at least three (3) different reference letters. Often the employer will call to confirm your contact information with your references, so be as honest and accurate as possible, and ask your references to do the same.

Career Transition Plan

  1. Develop a professional action plan that fits you.
  2. Develop your skill identification list. This should include professional skills and personal attributes.
  3. Develop your training and education list.
  4. Remember that customization sells.
  5. Research the selected company.
  6. Review the company’s growth over the past 3-5 years.
  7. Review how your qualifications stack up against the company’s requirements.
  8. Write a custom résumé to match the company’s job requirements.
  9. Remember to list the skills most beneficial to this position and company at the top.
  10. List reasons why the company should select you.
  11. Once hired, you must prepared to be adaptable. This should shine through in both your written and oral presentation. For example, if you are a candidate with twenty years at a facility, note how you can adapt your talents to the new company and/or industry.
  12. Be honest while highlighting your own strengths. You should be everything you present in your résumé and interview, that is, you must be able to “Talk the talk, and Walk the walk”.

Salary Calculator

NOTE: It is normal to want the highest salary possible, but remember that the benefit package and other factors are also extremely important. Always look at the total compensation when considering every employment possibility.

You can use the handy Salary Wizard at to assess your worth in a given marketplace.

Employee Connection

SRI Handbook – (Current SRI Employees)
SRI Business Expense Policy
SRI Safety Procedures and Incident Report
Lockout Tagout Procedure

E-Verify Participant Poster (English)
E-Verify Participant Poster (Spanish)
E-Verify Rights Poster (English)
E-Verify Rights Poster (Spanish)

Employer Resources

Job Description – Requirements
It is very important to list absolute requirements separate from preferred items. This tells the recruiter and candidate that this item is mandatory. Let the candidate know about time and travel requirements.

Job Description – Preferences
Once the required items are listed then the preferred items should follow. You might also say ‘or equivalent’ if you are willing to accept experience versus education, for example. Listing more preferred qualities will be extremely helpful to the candidate and ensure you get the best match for the position.

Benefits Package

  • Medical Care
  • On-the-job Training
  • Education Reimbursement
  • Company-sponsored events

Work Hours

  • Convey the expected work day schedule
  • List lunch time and/or breaks
  • List Overtime/DoubleTime policy or process – for example: Overtime pay only after 44 hours
  • Discuss Shift Premium and/or staggered shift schedules if applicable
  • Review flex-time opportunities if applicable

Work Location

  • List various site locations if applicable to the job or employee.
  • List specific cross streets. This will allow the candidate to anticipate travel time and find the best route to your location.

Wage Range

  • Be sure not to limit yourself to potential ‘good fits’ with your company when a benefits package may compensate for a difference in salary.
  • Based on experience and willingness to learn, a candidate may be willing to enter your company at a lower wage.
  • If a portion of compensation is to be provided through commissions, it is good policy to tell the candidate how the percentage is calculated. Providing an estimate based on past cases is also helpful.

Interview Help

  • Open with a general question or discussion to create a relaxed environment.
  • Provide general information about the company.
  • Refrain from taking phone calls during the interview. Focus your attention on the candidate.
  • Conduct the interview in a clean, tidy, and professional office environment.
  • Have candidate sit on same side of the conference table. Two people on opposite sides of a table or desk suggests a barrier and will restrict communication.
  • Offer the candidate something to drink. It is a good idea to at least have bottled water available on the table.
  • Advise the candidate about how long you plan to talk.
  • Have pen and paper available and tell the candidate they are welcome to take notes.
  • Have a copy of the job description available as a handout.
  • Do not cross your arms, this is an expression of negativity. Pay attention to posture and body language.
  • Ask broad-based questions. This allows candidate to start the discussion in the area they are most comfortable. Listen carefully to the candidate, and ask follow-up questions.
  • Avoid writing long notes during interview, this tells candidate you are not listening. It may confuse the candidate about what is important, or the candidate may interpret this as a negative reaction to an aspect of the résumé or discussion.
  • If you must write, politely ask the candidate to stop for a moment so you can capture the conversation point.
  • When interviewing several candidates for the same position, it is helpful to have a rating scale to assist in comparing the strengths of each.
  • Printing a list of questions prepared for the interview will keep the conversation focussed and help with time management.
  • Summarize the interview and close, asking the candidate if they have any further questions and inviting the candidate to call if they think of something not covered in the interview.

Privacy Issues
While it is an employer’s right to establish job-related requirements and to seek the most qualified applicant for a job, inquiries about race, sex, disability, etc. are not relevant to an applicant’s qualifications and most are illegal to ask.

The following examples are provided to help you understand what types of inquiries are acceptable and what types are not:

  • Race or Color – Illegal to ask.
  • Military Service – Military experience or training only if job related
  • Religion – Illegal to ask.
  • Availability for Work on Weekends or Evenings – If asked of all applicants and it is a business necessity for the person to be available to work weekends and/or evenings.
  • Language – Languages applicant speaks or writes fluently if job related.
  • Marital Status, Sex and Age – Illegal to ask.
  • Family Status, number and age of children, spouse’s job – Illegal to ask.
  • Child Care – No, unless job related and asked of all applicants.
  • Disability – Only as relevant to whether candidate can perform job in question.

Steer clear of questions that could potentially violate the Privacy Act. These types of questions are almost always irrelevant to the candidate’s ability to perform the work in question, open the door for crossed signals or potential legal issues, and have no buisiness in the workplace. Focus on the skills the candidate brings to the table, and their experience related to the job they are applying for.

Corporate Downsizing
How you handle the effects of shrinking your workforce will determine how your business is perceived in the industry as well as the labor market. SRI is there to help in this delicate situation.

Your plan should include the following steps:

  • Develop a proactive approach.
  • Contact SRI to arrange a meeting with your upper management team.
  • SRI is there every step of the way throughout the planning process..
  • Utilize SRI’s knowledge to help with résumé development.
  • Count on SRI to assist with placement.
  • SRI is available to offer guidance and assistance to the employee.

Corporate Expansions
How you handle increasing growth of your company can have an impact on your bottom line if you hire the wrong type of people. Just as important is the assessment of your current work force capabilities and skill sets in relation to the anticipated growth. What this means is that just because your company is anticipated to grow 30% in the coming year, does not necessarily mean that you need to grow your employment base by that amount. A better strategy is to take the opportunity to evaluate the current work loads within your organization and reassess job assignments for greater productivity and work balance.

SRI is there to help you through this transition by:

  • Analysing your current work load distribution.
  • Allocate and distribute work assignments..
  • Forecast what types of skill sets will be required for your company in the future..
  • Examine whether outsourcing is a better option for certain tasks.
  • Evaluate the level of experience required for new positions for the best fit at the best price.
  • Research candidate availability in the job market to match your needs.

SRI Staff

Marketing and Recruiting – Kyle Yanalunas

Marketing and Recruiting Kyle Yanalunas

Reference Material


Recruiter Academy, LLC.
40535 Koppernick Road
Canton, MI 48187
(734) 414-9822


Richard Nelson Bolles – What Color Is Your Parachute?
Peter Veruki – The 250 Job Interview Questions You’ll Most Likely Be Asked
Martin Yate – Knock ‘Em Dead – Résumé – 8th Edition
Martin Yate – Knock ‘Em Dead – Job Search – 8th Edition
Martin Yate – Knock ‘Em Dead – Cover Letter – 8th Edition


Important News for Federal Contractors and Subcontractors!
On Jan, 15th, 2009 Federal contractors and subcontractors will be required to begin using the U.S. Citizenship and Immigration Services’ E-Verify system to verify their new employees’ eligibility to legally work in the United States. The Civilian Agency Acquisition Council and the Defense Acquisition Regulations Council amended the Federal Acquisition Regulation (FAR) to reflect this change.

This new rule implements an executive order that was amended by President George W. Bush on June 6, 2008, directing federal agencies to require that federal contractors agree to electronically verify the employment eligibility of their employees.

Staff Resources, Inc. is enrolled in the E-Verify system and able to act as your Designated Agent to conduct all of your new employee eligibility verifications. Please contact us today for more information.

Why not let your recruiter work for you?

Why do some employers dismiss recruiting/staffing companies as bothersome?
Recruiting companies can be a value-added resource if used properly. Don’t limit yourself to just using one recruiting firm. More is better, because not all recruiter/staffing companies have the same talent pool of candidates. Get all the Terms and Conditions approved in advance and then let the recruiting/staffing company produce for you. We suggest you add at least one new recruiting firm each year to keep the others on their toes. If the number of firms becomes too large you might want to add one and reduce one or more, but new talent is what is important.

Why not let competition work to your advantage?
When employers post jobs, let a minimum of three recruiting firms work on each posting. It won’t take long to find out which recruiting company can produce the best candidates for you. It’s important to remember that recruiting companies use different search/talent resources to find people. Once you know who used which search/talent resources electing a variety of different staffing firms will give you a wider resource pool from which to choose. With all the corporate downsizing taking place today the talent pool is larger then it has been in years. We suggest you don’t wait to pick up some of this prime talent before it is taken by someone else.

Why are some employers against using outside recruiting/staffing firms?
Some employers feel that if they are paying for Human Resource personnel, it is a waste of money to also hire a recruiting/staffing firm. Free up your internal talent do what they do best and let the outside recruiter assist them to save time and money. Assign the recruiting/staffing firm to work on the more technical positions to find a greater variety of candidates. This will allow the Human Resource staff to be more productive and also have more qualified candidates to review. We suggest you have a good balance of recruiting/staffing firms to supplement your Human Resource Staff.

Why limit your recruiting/staffing company to contact with Human Resource personnel only?
Not on every job, but on selected technical (hard-to-fill) jobs it’s recommended to have a supervisor spend 10-15 minutes with the recruiting company. This can be done over the phone or by email, but time spent writing the job posting to clearly show the qualities and skills desired in a candidate, will help you get candidates that are a much better fit. This will also reduce the large volumes of paperwork generated from receiving résumé from unqualified applicants. We suggest you let your key recruiting/staffing companies have contact with each supervisor requesting new candidates.

Is direct hiring always the best answer?
In many cases it is the best way, but other times it’s better for to use the “contract to hire” option. Many companies have a six-month contract to hire without any cost penalty after that time. The advantage is that the candidate and the employer have a period to make sure it’s the best fit for both parties involved. It’s hard to get this information from reading the résumé or in the interview. Typically someone will not leave their current direct employer for a contract position, but sometimes when the situation presents itself it is another option. This process gives the employee an opportunity to prove to the employer they made the right selection.

How should employers select a recruiting/staffing company?
We suggest you interview them just like you would a candidate you wish to hire. Check out their website for more background information about the company. Investigate which search engines they use to get résumés (CareerBuilder, Monster, The Ladder, etc.) Determine what makes them better than the competition and what background they have to help you as the employer. We maintain that the better the recruiting company understands your business, the better job they will do to get you qualified candidates. Its not about who produces the most résumé, but rather who produces the best candidate.

Why is it important to get feedback on a candidate?
It’s important for the recruiting/staffing company to get feedback on every candidate, whether it is good or bad. If the employer doesn’t want ten or more résumé for each position, good feedback after the first candidate can help clarify the employer’s needs. A good staffing company will use that information to weed out unqualified candidates for the employer, but without it they usually keep sending more résumé that don’t quite fit the employer’s requirements. Employers also need to understand that staffing companies are spending time doing research that may not be needed, because of the lack of feedback. We suggest if you want fast response and quality candidates, good two-way communication is the answer.

Submit your resume today!