VTech Solution Inc (vTech) was established in 2006 by a group of highly-qualified IT professionals, headquartered in Washington DC. We also have a presence in Virginia, Maryland, Michigan, Massachusetts,Texas and various other states within The US; assisting government and the commercial sectors by delivering technology solutions through IT Consulting and Managed IT Staffing Services.
Drawing on our extensive experience and built on a foundation of integrity, vTech endeavors to overcome the challenges and opportunities confronting private and government sectors by incorporating the latest IT solutions, complete with industry best practices. vTech, therefore, helps organizations to embrace a leadership model that will focus both on IT systems and people.
In a nutshell, we facilitate efficient and effective IT team resourcing and IT team building realigning the organization’s purpose, mission, process, and systems with the needs of its most important asset – its people. Overall, we build, deploy and manage enterprise applications, IT infrastructures, and other IT systems.
Mountain View, California — August 27, 2018 — Staffing Industry Analysts (SIA), the global advisor on staffing and workforce solutions has announced the 2018 List of Fastest-Growing US Staffing Firms. This year 94 companies qualified for inclusion on the annual list. The list ranks firms by compound annual growth rate (CAGR) for revenue from 2013 through 2017, excluding acquisitions.
“Through giving our clients the competitive edge and through innovative work from our employees, we took our company one more step forward. I would Like to congratulate the entire vTech family; your effort, dedication and commitment towards excellence has made this happen. We are excited to be ranked as the 18th fastest-growing staffing company in the United States.”
– Haresh Vataliya, (CEO) vTech Solution, Inc.
vTech has experienced significant growth in the last five years; the company’s revenue has witnessed a notable surge between the years 2011 and 2017. In addition, the company has expanded its service portfolio and has developed the ability to provide complete IT managed services offerings.
vTech Solution offers a range of IT Services, IT Consulting, Managed Workforce, Network Security and Cloud Computing Solutions. The company celebrated a decade of providing quality services to its clients and has widely been known for its superior value in IT Services, Cloud Computing and IT & non-IT Staffing Solutions. With a client base of DoD, federal & state agencies along with commercial giants, vTech has created a lasting relationship with many in the industry and is a certified BBB (Better Business Bureau) company with an A+ rating.
DISTRICT OF COLUMBIA 1100 H Street N.W. Suite 450 Washington, DC 20005 202.644.9774 (O) 866.733.4974 (F) info@vTechSolution.com
To qualify for the list companies needed to have had at least $1 million in revenue in 2013 and at least 15% CAGR between 2013 and 2017. The median CAGR for the top 10 companies this year was 97.8%, up from 83.5% last year. For the full list, it was 26.9%
Founded in 1989, SIA is the global advisor on staffing and workforce solutions. Our proprietary research covers all categories of employed and non-employed work including temporary staffing, independent contracting and other types of contingent labor. SIA’s independent and objective analysis provides insights into the services and suppliers operating in the workforce solutions ecosystem including staffing firms, managed service providers, recruitment process outsourcers, payrolling;/compliance firms and talent acquisition technology specialists such as vendor management systems, online staffing platforms, crowdsourcing and online work services. We also provide training and accreditation with our unique Certified Contingent Workforce Professional (CCWP) program. SIA is headquartered in Mountain View, California, with offices in London, England.
NEW YORK, August 16, 2017 – Inc. magazine ranked vTech Solution, Inc. NO. 1285 on its 36th annual Inc. 5000, the most prestigious ranking of the nation’s fastest-growing private companies. The list represents a unique look at the most successful companies within the American economy’s most dynamic segment— its independent small and midsized businesses. Companies such as Microsoft, Dell, Domino’s Pizza, Pandora, Timberland, LinkedIn, Yelp, Zillow, and many other well-known names gained their first national exposure as honorees of the Inc. 5000.
“Through giving our clients the competitive edge and through innovative work from our employees, we took our company one more step forward. A BIG KUDOS to the entire vTech family; your effort, dedication and commitment towards excellence has made this happen. I couldn’t be prouder as this marks vTech’s third consecutive year on this amazing list of companies.” – Haresh Vataliya, (CEO) vTech Solution Inc.
The 2017 Inc. 5000, unveiled online at Inc.com and with the top 500 companies featured in the September issue of Inc. (available on newsstands August 16) is the most competitive crop in the list’s history. The average company on the list achieved a mind-boggling three-year average growth of 481%. The Inc. 5000’s aggregate revenue is $206 billion, and the companies on the list collectively generated 619,500 jobs over the past three years. Complete results of the Inc. 5000, including company profiles and an interactive database that can be sorted by industry, region, and other criteria, can be found at www.inc.com/inc5000.
vTech Solution, Inc. is a Managed IT Services firm based out of Washington, DC with a primary focus on Cloud Computing and Professional Services.
vTech has experienced significant growth in last five years; the company’s revenue, the factor on which companies are ranked by Inc., has experienced a 318% growth between the years 2011 and 2017. In addition, the company has expanded its service portfolio and has developed the ability to provide complete IT managed services offerings.
vTech Solution offers a range of IT Services, IT Consulting, Website and Application Development Services and Cloud Computing Solutions. The company celebrated a decade of providing quality services to its clients and has widely been known for its superior value in IT Services, Cloud Computing and IT & non-IT Staffing Solutions. With a client base of DOD, Federal & state agencies along with commercial giants, vTech has created a lasting relationship with many in the industry and is a certified BBB (Better Business Bureau) Company with an A+ rating.
DISTRICT OF COLUMBIA 1100 H Street N.W. Suite 450 Washington, DC 20005 202.644.9774 (O) 866.733.4974 (F) info@vTechSolution.com
More about Inc. and the Inc. 5000
The 2017 Inc. 5000 is ranked according to percentage revenue growth when comparing 2013 to 2016. To qualify, companies must have been founded and generating revenue by March 31, 2013. They had to be U.S.-based, privately held, for profit, and independent—not subsidiaries or divisions of other companies—as of December 31, 2016. (Since then, a number of companies on the list have gone public or been acquired.) The minimum revenue required for 2013 is $100,000; the minimum for 2016 is $2 million. As always, Inc. reserves the right to decline applicants for subjective reasons. Companies on the Inc. 500 are featured in Inc.’s September issue. They represent the top tier of the Inc. 5000, which can be found at http://www.inc.com/inc5000.
The Inc. 5000 is a list of the fastest-growing private companies in the nation. Started in 1982, this prestigious list of the nation’s most successful private companies has become the hallmark of entrepreneurial success. The Inc. 5000 Conference & Awards Ceremony is an annual event that celebrates their remarkable achievements. The event also offers informative workshops, celebrated keynote speakers, and evening functions.For more information on Inc. and the Inc. 5000 Conference, visit http://conference.inc.com/. For more information, visit www.inc.com.
To find the right people and balancing with management time pressure is always a challenge for a business, especially when you grow. Being presented with an interviewed short list of ideal candidates takes away the stress and most importantly helps us to grow faster. I want to thank vTech for the outstanding job you did with the sourcing and filling various requirements of our key project.
It has turned out to be one of the best days of my life due in no small measure because of the assistance of Mr. Brumbaugh. He is very knowledgeable and has unlimited patience in helping me accomplishing my goals for the Metropolitan Police Department. He offered several helpful suggestions above and beyond the general directives. Thanks to the expertise offered.
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Just like any relationship, the employer – employee relationship is delicate and has the potential of ending badly; it requires the soft touch and a stroke of genius to manage these separations gracefully. It is easy for an ex-employee to create a ruckus when they are laid off. It can be a PR nightmare when a former employee starts bad-mouthing the business online or offline, calling the office repeatedly, or even showing up in-person to cause issues. It demeans the company, its management, and its employees. Terminating or letting the employees go is really stressful and might require some skillful hands.
The first line of defense to manage or avoid such scenarios is the Human Resources department. Proactive assessment of future troubles is hard to ascertain but HR should always perform detailed background checks of their potential employee’s past jobs, their behavior both while on the job and after leaving the organization. These checks can last for almost three to six weeks but play a major role in identifying potential threats before they become a direct concern.
Even though the reason might be right enough to let an employee go and the company might have valid arguments to prove the case in the court of law, that doesn’t necessarily translate to a clean image for the company in the public’s eye, once a conflict arises. The actions may be conceived by the public in different dimensions and hence, it is necessary to have a clear and concise strategy to implement the action safely. Preventive measures are always advised.
Data leakage by disgruntled employees is also a very real problem. Employees, while leaving, often try to take confidential and highly valuable data for malicious intent or financial gain. A study conducted by Ipswitch, a Massachusetts based provider of file transfer solutions, showed that:
It is critical that employees only have access to what they should have access to; an ex-employee’s orphaned account should not remain open and accessible after they leave the organization.
How to handle disgruntled employees, here are some Do’s and Don’ts that can be helpful:
Don’t Drop Everything for One Ex-Employee
Don’t let their claims take all your energy, efforts, and your management’s attention. Assign a person to handle the situation, so others can continue with their work.
Keep Calm and Stay Professional
Discrediting the ex-employee or sharing juicy stories seems like a viable retaliation, but it could indeed prove to be bad; studies have shown badmouthing someone has a boomerang effect making the tale-teller look bad. Thus, it’s important to maintain your cool and stay professional.
Bullying for Submission May Have Severe Consequences
Just because he/she is an individual against the might of a company, bullying them into submission can have repercussions. Let’s take the case of an Ex-Tesla employee Martin who claims the company intimidated and harassed him after he was fired, under allegations that he is a hacker and has transferred secret information to third parties. This has caused company goodwill, forming some negative perception among its employees that the company harasses its ex-employees.
Just Being Legally Right Is Not Enough
Last month Home Depot fired their staff member Maurice Rucker, a 60-year-old black man after he reacted to an irate customer who hurled racist expletives at him. He was fired because he failed to follow the protocol “disengage and alert management about a customer confrontation”. It doesn’t matter if the company had proper grounds for his termination, the truth is that Home Depot has been facing serious boycott issues from the thousands of angry supporters of Maurice Rucker. Your bylaws and legal arguments may be enough for the court of law, but it is not necessarily enough when it comes to public opinion.
A Small Gesture Goes a Long Way
A slight concession makes you look empathetic and generous. Loose some battles to win the war, let them win something in a small way, it makes the situation deescalate faster.
Be Quick to Respond to Rumors and Keep Moving Ahead:
Rumors have a way of feeding the frenzy, slurs should be pacified with an accurate and persuasive response. The response should be able to explain the counter-narrative without repeating the insult. It is also important to keep moving ahead - don’t let this clog your wheels, it becomes more essential to keep them turning. Make announcements and plans for the future, restoring the status quo and bringing back things to normal.
And finally, Learn, Adapt and Overcome. Facing such scenarios are inevitable for any business - some terminations will be sour - it comes to learning what needs to be learned and fixing what needs to be fixed, to avoid any problems in the future of similar nature.
For most organizations, human capital is often considered one of their biggest assets. With the rise of gig economy however, companies have been adopting a more flexible and fluid model and have begun to depend more on contingent workers and independent consultants. Now a functional dilemma arises before hiring this contingent workforce - considering the need is for a temporary resource, should it fall under procurement or does the human element make it the responsibility of the HR department?
Since the end of the 2001 recession, hiring contingent talent like freelancers, contract workers and consultants working under temporary agreements, has become an effective strategy for employers, especially during a period of sluggish recovery. Procurement is involved in obtaining quality goods and services for the company. It is the entity authorized to issue contracts, invitations to bid, requests for proposal and quotations in order to procure a certain commodity or service. It also specializes in contracting across the supply chain, managing vendor profiles by selecting them and then undertaking regular and frequent reviews using detailed evaluation methods. Companies usually invest in procurement to modernize the source-to-settle process. However, often the problem is that procurement has very little experience in managing and recruiting ‘people’ and tracking their activities, while HR is historically known to do this job more efficiently, utilizing tools designed for people management. HR professionals are responsible for hiring and administration of the overall workforce. There is a need for unidirectional efforts from both departments in order to make the entire contingent process more successful.
Collaborating and Creating Value
Creating value with temporary staffing is not as easy since it requires an effort in bringing both the Procurement & HR teams together to collaborate. The teams must set up a strong working relationship built with a foundation of mutual understanding that respects one another's capabilities. Procurement and HR teams must interact with one another without one trying to dominate the other. Procurement should understand the requirements of HR, directing them towards temp-to-permanent employee hires or may even support them through strategically sourcing staff members; while, the HR team should learn from procurement on how to properly manage, suppliers, vendors and market intelligence when it comes to temp resources.
An iCIMS study shows that temporary workers significantly contribute to the productivity of the company as they can provide a quick fix for sudden turnover, long-term leaves, and special projects. With the ever-changing business scenario, a flexible working approach may further boost the efficiency of temporary employees; however, it brings with itself more challenges for those concerned with the management of contingent staff, as companies move towards non-traditional styles of working.
Companies should build a collaborative team that is responsive and utilizes the best of what both departments have to offer. It should make sure that both procurement and HR teams are involved in setting parameters and processes which are beneficial for the company. Let them do what they do best, Procurement Team should handle the management of the Staffing vendors and MSPs, while HR team could assist with developing strong and productive relationships with the Contingent staff, utilizing Contingent Workforce Management (CWM) and other tools that are at their disposal. Clear division of responsibilities will ensure that the relationship with staffing vendors and the contingent staff is managed in a productive and workable way, adding value to the firm and enabling smooth running of its operations.
It is always a struggle to find that right contingent talent to join your team. Are you worried whether he/she would be a right fit? Would the employee leave before the contract ends or when something more permanent comes up? You are constantly worried that whether he would take his role seriously or not.
Looking for temporary staff who are committed, passionate and diligent can be a cumbersome task for any business, particularly in those busy seasons with peak demand and workload. Well, there are many ways that can help you scout the best talent you need and to keep them around. Adding a trustworthy and hardworking temp staff could add value to your business.
Considering the fact that the temporary worker will possibly be engaged only for a short period of time on the project, there is a need for clear job requirements and pre-defined project deliverables. Finding great temporary talent is much more than just finding someone who can stick to the time frame. It is about finding someone who can contribute positively to your company. You should have a clear Idea of what skills your ideal temp talent must have and what needs to be accomplished within the timeframe given. Also, it is important that the temporary talent also understand what your expectation of them is. They need to know what that job is exactly and how much time they have, vague descriptions could be counterproductive and can lead to low productivity and ‘I didn’t sign up for this” attitude. Good candidates will be confident that they can do the job within the timeframe provided.
A candidate who is really interested in the project or the profile will, perhaps, do some research on it. It may be difficult for businesses that might not have enough information out there for the candidates. However, you should still be able to identify whether an applicant is indeed interested in the role/position.
While hiring the temporary talent you usually spend less time and resource on additional onboarding and training, similar to hiring a permanent employee. Finding the right talent depends on identifying individuals that have specific skills that enable them to quickly transition into their new roles and provide immediate assistance with little or no training. You have to make sure they have the skills and expertise that the job requires and the ability to quickly fit in and be productive in the team.
How do you make sure that you are attracting the right people for temporary positions? One way is hosting your job advertisement on industry-specific portals, that will attract people with who have a genuine interest in the field. It is important that you discover someone with enthusiasm. Your candidate can be attracted to these temporary roles in order to grow in the respective field and you could be providing them with the perfect opportunity to grow. Pick up on verbal cues
An obvious warning sign of a candidate that isn't a right fit is a change in the willingness and confidence during the initial weeks on the job. You need to pay attention to the verbal cues that indicate whether they have started to feel that they have made a wrong decision.
The process of finding the most suitable temporary candidate can get overwhelming at times. Staffing firms specializing in temporary contracts are one of the best solutions available for companies that are looking to hire temporary workers. Out of many advantages of working with a staffing firm, the most crucial is that they actively seek out the best candidates, pre-screen everyone who registers with them, and give access to the very best temporary talent available in the market. The best temporary workers are those who can bounce into the position quickly and ensure that the project is done in a timely manner. High turnover amongst temporary workers can slow down the process and add on to the amount of administrative work you will have to do—the exact opposite of what you need.
It is important you keep your temporary talent engaged and motivated, to ensure overall productivity. There are several ways to motivate temporary employees to be more efficient on the job:
Keeping their short-term affiliation aside, they should be treated with the same degree of welcome and acceptance as any other employee joining the team. Introduce them to their new colleagues, orient them show them around, make them feel welcomed.
Try to make them feel like they are a part of the team, whenever you can, include them in meetings and ongoing activities of the company without divulging sensitive or confidential information; encourage co-workers to socialize with them, invite them to office celebrations and events.
Ignoring the fact that they are here for a short-term, you should provide them with honest feedback and performance review. Provide them with an open and honest assessment of how effectively they are completing tasks and ways to improve their performance; give positive and constructive feedback with about their performance and make sure you recognize any extra efforts were taken and outstanding achievements they have had.
Various American companies use temporary staffing as a tool to find great talent and eventually bring them onboard in a full-time capacity. Benefits and perks of a good full-time role is a motivational factor that interests many temp workers encouraging them to perform better. Do not make promises you can’t keep, but whenever possible, give them an idea of what additional opportunities you can provide them with.
Temporary staff are a quintessential part of the American workplace fiber, they help pick up slack during peak times, cover for someone on leave, or provide expertise on projects and assignments. If you make an effort to maintain a positive relationship, they will appreciate and speak highly of your firm wherever they go and be willing to come back for future mutually beneficial opportunities.
“Boomer” is a term used for a person who was born between 1946-1964 , i.e., at the end of World War II. They will be the first generation to truly gleam the trail through the landscape of retirement in the 21st century.
“Gen X” is a term used for the generation of people born between the mid-1960s and the early-1980s. It is referred to as an "in-between" generation.
“Millennials” belong to the generation following Gen X, and were born between the early 1980’s to the mid-1990’s. They are the graduating class of early 2000s.
Boomers are often considered intellectual and work centric, Gen Xers are considered independent, self-sufficient and give greater emphasis to work-life balance, whereas, Millennials are considered tech-savvy and achievement-oriented. Each generation brings something different to the table, and they all expect something different in return. Boomers are believed to be driven with self-actualization and decent compensation needs; Gen Xers want flexibility and Millennials crave positive reinforcement from the management and to feel that their work actually matters. By understanding these diverse psychological needs we can create an all-inclusive employee strategy that works for all generations. Identifying how to appeal to each generation’s communication modes and preferences during talent recruitment can contribute to a more a fluid process and a meaningful outcome.
Experience is one of the most important reasons for hiring Baby Boomers in the industry. Considering boomer were inducted to workforce in a different era and their early-career communications were often handled telephonically or in-person; they might not be the most tech-savvy group overall. However, they do have quite a few years of experience and acquired wisdom that a younger recruit simply cannot replace. They have seen ups and downs and survived the storms. They have worked hard, paid their dues and are known to be loyal and flexible individuals, who are willing to give their everything to an organization.
While appealing to Boomers, one must ensure that the message is conveyed with respect for their legacy, how significant the brand is and how they can seek more control of their work life and ways to secure their future.
The Gen X group has a solid footing in the technological and non-technological world, they have the best of both worlds. They began their career at the same time digital technology started to become prominent. For this generation, LinkedIn and email are often the preferred channels to communicate over Snapchat, Facebook and Twitter. Gen X understands and appreciates technology as a convenience that makes life better. They are likely the most independent people in any workplace but perhaps, aren’t the most loyal. They are believed to be the first ones to move if the job isn’t right. Instead of incentives such as, financial perks & job security that Boomers might respond to, Gen X needs to know that there is room for growth. They are, to some extent willing to learn and adapt to new technologies and work processes.
To appeal to Gen X, the message should clearly convey that the organization recognizes their value and understands how to incorporate it into their day-to-day productivity and growth, and how the organization values work-life balance.
Millennials are the first generation to be raised during the dawn of digital age. For them, it’s hard to imagine what life might have been without Facebook, Snapchat, Twitter and text messages. Infact, they were the first to be called out on their vigorous attention to texting and Facebook selfies and generally prefer digital communication over face-to-face interactions. Millennials are experts in balancing multiple responsibilities at once. They also expect a more flexible work environment than the previous generations and want to be at an organization that appreciates their work and gives them real-time feedback.
‘Working hard’ to both Boomers and Gen X means staying focused on the vision regardless of the working hours, even if that means having to sacrifice their personal lives. On the other hand, many millennials value their personal freedom, social contribution and flexibility over salary, vying for top job spots and being first to the finish line, which in a way has led them to different definitions of success than their predecessors.
In order to appeal to millennials, it is important to ensure them that there will be regular communication and they will be provided with proper mentoring and support to grow their career.
The most important element in the hiring process is sourcing effectively. If you can’t find the right candidates and if they can’t find you, you are stuck with the same ratio of applicants to qualified hires. It is the company’s responsibility to create a culture that appeals to individual generational needs when hiring, whether it be methods of managing and development or measuring individual performance.
Today, ‘soft skills’ and ‘recognition’ in the workplace are weighted more than ever before. To attract cross-generational candidates, the company should have an employee-centric environment that respects and encourages cross-generational structures for mutual success and growth.