Matchmaker

Marketplace, Apr 17, 2007 by LeBrun, Margaret

The reluctant chief with a softspoken manner one day turned around to find everyone following her natural lead - and a board eager to coach her in the role.

"I'm not an authoritative person," says Monica "Mick" Vomastic, president of Landmark Staffing Services Inc. "I'm empowered by the people I'm responsible for."

What happened leading up to Vomastic taking the reins at Landmark, and what happened in the months following her decision, is a story of triumph over doubt, of victory for vision.

"You can't accomplish anything by yourself in this business, you are totally dependent on people," Vomastic says, relaxed in her Kimberly office, surrounded by memorabilia from employees and mentors with slogans such as BELIEVE. "Surround yourself "4th people who can embrace your vision and know that together you're going to make it successful."

In a people-centric business such as Landmark, such an approach has turned out to be just what the company needed. Following lean years in the employment industry during the recession at the turn of the millennium, the company is once again thriving.

Landmark, privately owned by 49 shareholders, has seen its gross sales increase by 24 percent in the last two years, Billed hours have increased by 40 percent.

"Financially, we're the strongest we have been in five years," says Vomastic.

Founded in 1986 by Leota Ester,

Landmark matches companies with employees from entry level to management, from temporary to permanent positions in accounting, administrative, customer service, finance and human resources. The company services some 3,000 clients and employs 830 people, including 32 at its offices in Kimberly, Oshkosh and Green Bay and the rest in temporary positions for companies throughout the New North region.

What sets Landmark apart from its competitors - and today, more than 30 such companies vie for such business in the egion, compared to fewer than 10 companies eight years ago is that it handles employee recruits separately from its client companies. In this way, says Vomastic, Landmark extends equal allegiance to its employees as it does to its client companies, and both parties are more likely to enjoy a positive, productive experience, resulting in a 95 percent success rate.

"We do it this way because it's more objective," Vomastic says. "This eliminates conflicts because you have another set of eyes scrutinizing (job candidates) before they go to the clients."

Vomastic credits Ester with developing the structure that feeds Landmark's success. Ester, who wistfully admits she has missed the business since she sold it in 1999, credits her for keeping it going.

"We believed if we could attract the best people, the clients would turn to us to get their work done," says Ester. "Mick took a struggling company and brought it back to being profitable, I'm really proud because she built on the strong ethical principles of serving the people and the client companies, as well. She deserves credit for her leadership and her own personal values that allowed Landmark to retain its reputation."

Hans Schultz, Landmark director of business development and a cohort of Vomastic since both joined the company in 1998, says his boss may not be authoritative, but she's certainly not soft.

"I have learned a ton from Monica," Schultz says. "She has a very strong business and economic background, but her approach is very different. She's definitely concerned with recognition of employees and bringing people along with her. She wants people to be successful."

Trend toward flexible jobs

Vomastic says flexibility is what it's all about at Landmark, for client companies and for employees.

Employers tap Landmark when they're not ready to commit to bringing full-time, permanent workers on board; they can expand and contract without layoffs.

"We've had an association with Landmark since the beginning, and we have never wavered from using them," says Dennis O'Brien, vice president-human resources at Neenah Foundry. At least 100 Landmark employees have worked at the company over the past 20 years; three-quarters of them have become permanent employees.

"They have formed an intimate knowledge of who we are, the job site, our philosophy and our culture," he adds. "We give them the job criteria, and most of the time the first person they send over is who we like, who we keep and they work for us. It saves us a lot of time."

So true, says Tina Sauer, clinic administrator at the Hand & Upper Extremity Center of Northeast Wisconsin. She has brought in about 25 Landmark employees for temporary jobs over the past eight years and hired 80 percent of them.

"The hiring process is such a lengthy one," says Sauer. "When you think about the recruitment process, it costs money to place ads in the paper, and in my employees' time to interview and do reference checks. Landmark can give an applicant a good feel for the kind of organization we are. It helps them to make a good fit."

Landmark has continually worked to stay abreast of changes in the industry, says Roberta "Bobbie" Hackbarth, director of corporate administration and facilities.