Some of the company's success may have been attributable to the booming medical and biotechnology businesses, which were receptive to On Assignment's temporary workers with special skills needed in medical laboratories, hospitals, and health care clinics. The company counted some of America's biggest drugmaking firms among its clients, including Abbott Laboratories, hoffman-la roche, and Bristol-myers Squibb. In all, in 1992 On Assignment had a company client base of over 400 companies, including more than. The first year as a public company set new records for On Assignment, with.7 million in revenues (a 25 percent increase over the previous year) and.76 million in net income (a 60 percent increase). The company attributed this success to two accomplishments: the restructuring and subsequent emphasis on the Account Manager position, and a 24 percent increase in the average number of employees in assignment, from 765 in 1991 to 945 in 1992. The temporary services industry continued to grow, with one in three americans in the contingency worker category according to On Assignment's 1992 annual report. By 1993, On Assignment was active in 32 cities with offices from seattle to miami, and clients included major companies such as Hewlett-Packard, Exxon, and Johnson johnson. An exclusive sales and marketing agreement was reached with Baxter International Inc., whereby the pharmaceutical company's scientific products division began to offer On Assignment's temporary services to its customers.
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Between 19, the industry's total payroll grew from.9 billion.6 billion. The expansion of the temporary industry, in turn, was situated within the hiring of large numbers of white collar professionals, coupled with layoffs during the recession of the early 1980s. When the economy recovered, companies began to turn to temporary personnel, rather than replacing previous employees with permanent new workers. Companies using temporary personnel for a wide variety of needs were recognizing the benefits of nonpermanent employees, including decreased fixed overhead, increased staffing flexibility, elimination of expensive severance packages and you low-risk, on-the-job evaluations of prospective employees. The company took on its current name in 1992, in conjunction with its public offering. Operating under the new company name of On Assignment, lab Support became the company's first operating division, with its specialization of industrial, pharmaceutical, and other laboratory positions. The company's intention, by establishing Lab Support as a division, was to soon expand into offering specialized services in other professional niches through additional divisions in the future. The public offering comprised.7 million shares at 7 per share. At the time of its public offering, On Assignment was the only nationwide temporary services provider specializing exclusively in scientific laboratory personnel. By 1992, over 400 clients were served by 26 company branch offices in 24 metropolitan areas, and 1,000 scientific temporary workers were placed in assignments during the year.
One of buelter's restructuring brainstorms was the development of the account manager position in 1991. Under buelter's plan, account managers must have scientific degrees and lab experience, so as literature to fully understand the technical needs of the company's clients. Account Managers were responsible for providing all client and employee services, including recruitment, training and coaching, business development, assignments, and followup. Under buelter's management, both revenues and net income continued to improve. In 1990, revenues increased 63 percent.5 million and net income was.5 million-nine times that of the previous year. In 1991, revenues again increased.2 million, with a decrease in net income.1 million. The increase in revenues and profitability corresponded with more assignments made yearly. The average weekly number of temporary professionals on assignment went up from 392 in 1989 to 765 in 1991. The background for the company's success was the rapid growth of the.
In March 1989, a new era of leadership began and the company was saved from near-extinction when. Tom buelter became lab Support, Inc.'s president and ceo. Bavarian-born buelter had a proven track record in the industry, having led Kelly services, Inc.'s Assisted living division through major growth in revenues between presentation 19He pulled in the reins on the consulting and recruiting businesses, and focused instead on client development. With the high number of companies that had downsized in the 1980s, buelter had no trouble finding customers for temporary employees. Revenues continued to increase in 1989, and the company closed its first fiscal year without a loss, with earnings.2 million and net income of 166,000. In fact, shredder buelter transformed Lab Support into a profitable company within a few months. That same year, both founders-culver and Dahlquist-quit the company, leaving it in buelter's more capable hands.
Lab Support then billed the company at a higher rate, keeping the profit. Although one reason job-seekers enlisted with Lab Support was in hopes of a full-time position, the company charged clients a fee for hiring workers who had been with Lab Support for less than six months. The fee, which did not apply when workers had been with the company for six months or more, amounted to as much as 25 percent of the worker's first-year salary. Typically, employment assignments for the company last about three months. With its headquarters in Canoga park, california, by 1987 the company also had opened five field offices, in Costa mesa and Burlingame, california; Englewood, colorado; Morristown, new Jersey; and Chicago. Such rapid growth, however, entailed a hefty investment in operating costs in an already slim-margin industry, and the company had not yet turned a profit. Expansion into new areas, including consulting and recruiting, was also hurting the bottom line. In 1989, the company's balance sheet looked pessimistic, with losses.5 million on sales of only 7 million. This dilemma caused Culver and Dahlquist to invest in an experienced executive from the temporary personnel industry, to manage the next phase of the organization's development, expanding in the laboratory market and diversifying into other professional areas.
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To create a company that would occupy this special niche in temporary building services, culver and Dahlquist, with the help of their hairdresser wives, each contributed between 20,000 and 30,000 in personal funds to the startup of the business in 1985. Within 6 months, they were running short of funds, and embarked on a search for financing. Turned down by 20 different venture capital firms, they were at the point of closing the door on their attempt to start a successful company when the 21st capital firm, sierra ventures, agreed to support the company. Between sierra ventures and subsequent investors, culver and Dahlquist raised.5 million of venture capital, and officially opened the doors of Lab Support, Inc. That year, the company's revenues were 623,000, and they quickly surged.9 million in 1987 and.4 million in 1988.
In 1987, the company placed some 700 employees-including chemists, biologists, lab technicians, and other scientists-in temporary employment. Job-seekers received Lab Support placement services for free, but were promised no guaranteed placement. Over 6,000 resumes were stored in the company's computer system, and used to cross-reference employee qualifications with the needs of clients, including Chevron, Shell, westinghouse, monsanto, and Johnson johnson. Overall, company customers seemed to respond well to the temporary scientist solution, with over 75 percent of the company's revenue coming from repeat business from existing clients. When companies utilized Lab Support temporary workers, the employees technically worked for Lab Support, which provided them with a salary, insurance, a medical plan, and benefits.
Fax: (408) 878-7930, public Company, incorporated: 1992, employees: 6,750, sales:.2 million (1996). Stock Exchanges: nasdaq, sICs: 7363 Help Supply services, company perspectives: On Assignment's mission is to lead the industry in (1) meeting industry's specific needs for professional technical assignment personnel, and (2) meeting their assignment professionals' needs for a supportive, secure, respected company base. The company strives to advance and lead the Professional Assignment Industry. Company history: On Assignment, Inc. Is an agency that places scientific and technical workers in temporary jobs with companies across the United States.
While most temporary service agencies provide clerical and light industrial employees, On Assignment has maintained a unique market niche by providing scientific professionals to laboratories, including the biotechnology, environmental, chemical, pharmaceutical, food and beverage, and petrochemical industries. Since 1994, the company also provides temporary workers for finance needs, and since 1996, it services the environmental industries. On Assignment operates four divisions: Lab Support, healthcare financial Staffing, Envirostaff, and Advanced Science Professionals. The company maintains a telemarketing sales staff for client recruitment, and scientifically trained account managers make assignments from the pool of qualified jobseekers. On Assignment began in 1986, when Bruce culver and Raf Dahlquist founded a california company named Lab Support, Inc. Culver was an executive in the scientific instrument industry with bausch lomb/ari, hach and Varian, and Dahlquist was a senior scientist at bausch lomb. The two had also worked together at Applied Research Labs, a valencia, california scientific instruments company. Their experience in the instrument industry convinced Culver and Dahlquist that there was a significant, unserviced market for temporary lab workers at companies across the country. Larger temporary personnel service companies were focused on the clerical and industrial markets, ignoring science companies and their needs.
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While this material can be briefly summarized as part of the lab companion, the expectation is that substantive treatment of the requisite ai material will be external to business the lab companion, with pointers (ideally urls, but other references too) to these substantive external treatments from. These external references can be to wikipedia revelation articles; in fact, if there is insufficient online ai material to support the assignment, then rather than adding this ai requisite material to the lab companion, editors are encouraged to consider whether that (sustainability-independent) ai material might. This template is based on the model ai assignments structure from the Education Advances in Artificial Intelligence (eaai) symposium (retrieved from ttysburg. Edu/ ) and the nifty Assignments metadata template (retrieved from anford. Edu/ with the addition of some specialized language appropriate for this lab companion. Retrieved from " "). Algonquin road, calabasas, california 91302,.
Describe computing requirements, such as necessary operating system(s) and/or programming language(s if any. Variants, in a few sentences, describe possible ways in which other instructors can vary the assignment, learn from its design, and/or encourage follow-on assignment work. It is unlikely that such a brief summary will be a sufficient specification of the assignment, but it serves as an easily distributed summary. It can even be uploaded to the lab companion first, before the bulk of the preceding task details, so that other (or the same) editors and authors can flesh out the material good out asynchronously. Style and Formatting edit In the initial life of "Artificial Intelligence for Computational Sustainability: a lab Companion wikibooks:Manual of Style is the desired and default style guide. However, additional style and convention guidelines are needed for descriptions of sustainability-related projects, assignments, and exercises. Of course, all style and technical conventions are subject to change through discussion, on this page's Discussion page or the top level text's Discussion list (though these latter top-level discussions will focus on the appropriateness of content areas in ai and Sustainability, rather than formatting. Supplementary material edit each task will make some assumptions about prerequisite ai topics that are mastered or that are being mastered by the student.
difficulty and time needed for the audience to complete the assignment. Presumably, the time commitment will be on the order of weeks (projects days (assignments or hours (exercises). Strengths, describe the assignment strengths. Ideally, subsequent users (instructors and students) of the assignment will add their perceptions of strengths and weaknesses. Weaknesses, describe the assignment weaknesses. Dependencies, list the necessary prerequisite ai topic knowledge. .
Instructor Summary template (described below a sample task description can be found., though this description is still incomplete. Instructor Summary template edit, to assist instructors (and students) with selecting material for use in the classroom, editors should complete an Instructor Summary for each lab exercise. This brief Instructor Summary should follow the template 1 given below, and should be placed in a subsection at the end of the task. Keywords, write assignment-specific text in this column. Summary, describe your assignment in a few sentences here, with reference to the sustainability domain, issues and problems that will be addressed in the assignment. Ai topics, list the ai topics relevant to the assignment, with pointers to explanatory material, such as sections of an online ai textbook, wiki articles, and the like. If no online material exists on the ai topic, a desirable option might be to create it, not as part of this text, but as a wikipedia source that is independent of and that can be pointed at by the wikibook entry. Sustainability topics, list the sustainability topics relevant to the assignment, with pointers to optional readings essays and explanations of sustainability material relevant to the assignment.
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From wikibooks, open books for an open world artificial Intelligence for Computational Sustainability: a general lab Companion. Jump to navigation, jump to search, contents. How to contribute a new Lab Task edit, the lab companion contains a variety of projects, assignments and exercises (of varying difficulty and length) that explore topics in artificial intelligence and sustainability. Collectively, these are referred to as tasks. To promote the development of educational material in these areas, we invite others to contribute lab tasks to the companion. To add a new task to the lab companion, an editor (this can be anyone who wishes to be an editor, for a moment or a lifetime!) or editors, in one sitting or in many sittings spread over time, should: Find a specific ai topic. Open with a background description of the sustainability problems to be addressed. Continuing with specification of the assignment, with subheadings as deemed appropriate. Include a summary description of the assignment using the.