This article and interview were originally published by MGM Resorts International.
Pridestaff Las Vegas is a minority and veteran owned full service staffing firm that has been providing hard working, high value employees to Las Vegas businesses for nine years. Bob Daniel, owner of Pridestaff Las Vegas sat down with MGM Resorts Supplier Diversity to talk about his life, his business, and his experiences as a successful MGM Resorts supplier.
Bob’s insights into doing business at the Fortune 500 level are invaluble, and we are sure you will find them applicable to your business.
Interview with Bob Daniel, owner of Pridestaff Las Vegas
What year was the company founded?
PrideStaff National was founded over 37 years ago by George A. Rogers, and has grown to over 60 franchises and over 10,000 field associates nationwide.
I founded PrideStaff Las Vegas in October of 2006 after a 32 year career with IBM.
What are the core offerings for your company?
Our primary offering is temporary and temp to hire staffing solutions. The breakdown for our staffing services is about 65% administrativeand35% light industrial. We specialize in those two areas to maximize quality and efficiency.
How did you get started with MGM Resorts?
We knocked on MGM’s door for five years.Our first presentation to MGM Resorts International was December 18th 2007 (my birthday by the way). It was a great meeting, but there were no opportunities at that time. Staffing is ultra-competitive, and I knew that it would take time to break through.
Within a year after my first meeting with MGM Resorts,the recession hit. That made it even more difficult to break through and get an opportunity with the company.
A lot of people would have quit after trying for several years;but persistence and patience have always been important to me, so I didn’t give up.
In 2012,I was granted the opportunity to provide staffing for a single limousine driver. Now just imagine, after five years of knocking on the door, I get an opportunity—but it’s for only one position.
I didn’t let that bother me at all. I filled that position with a quality field representative, and the“no job is too small” approach led to many more opportunities.
One year after filling that first position, PrideStaff Las Vegas signed its first major contract with MGM Resorts.
You stated the Staffing industry is extremely competitive. What are the ways you differentiate your staffing firm from other firms out there?
It begins with customer service. We have an independent third party agency that surveys all of our clientsto findways in which we can improvecustomer satisfaction. PrideStaff Las Vegas has consistently scored three times higher than the national average for customer satisfaction, and we strive to maintain that high level of service.
“No” isn’t in our vocabulary. We make every effort to exceed our client’s expectations, and never make them feel like they are being “too demanding.”
We recently received a note from a client that concluded his letter with the following…“I guess service is not dead in Las Vegas.”That makes us feel great about what we do, and helps us stay focused on service.
We also take a true partnership approach with our clients. I know “partnership” is a buzz word in the business community right now, but we really take it seriously. We must add value to our client’s business so they can grow and develop.
We don’t treat any contract as a “one-off.” Everything we do for our clients is strategic. We are constantly anticipating our client’s needs for future projects. And that allows us to quickly meet their needs when they arise.
Lastly, we make a huge investment of time, energy, and money when it comes to recruitment. Many of our competitors spend 15 minutes interviewing a prospective employee. We often spend an hour or more. Is this more expensive for us? Sure. But it greatly increases the quality of our personnel, and ensures that our clients are getting the very best talent Las Vegas has to offer.
You mentioned the recession, tell us how your companynot only survived itbut grew during that period?
When the recession hit, we immediately realized we’d have tochange with the market. There was no way we could continue with a “business as usual” approach. So we expanded our service offerings, stayed focused on customer service, and believe it or not—we were actually more selective in choosing our clientele.
We made a strategic decision to be selective with our client roster as to not over extend ourselves, be subjected to extended payment delays, or negatively impact our current clients in any way.
Like many others, we didn’t know how long the recession would last. As part of the planning process to survive and thrive during the downturn, we knew had to be careful with who we worked with.
What projects are you preparing for in the next 12 months?
Our goal is to expand our footprint within Clark County by opening up additional locations. My approach to this business has been “slow continuous growth.” I don’t like biting off more than I can chew. With the steady growth over the last two years, it’s definitely time to explore expansion.
I also I’m a believer in giving back to the community and actively helping veterans re-enter the workforce. Over the years,I’ve been involved with many philanthropic events and I want to expand our company’s volunteer footprint in the community over the next year.