Starting a New Business in Staffing

Starting a business is tough. Starting a staffing business? That’s another level. It’s not just about connecting people to jobs — it’s about building trust, understanding industry needs, and placing the right people in the right positions.

This post takes you behind the scenes of how we supported a new business in staffing from the ground up. Whether you’re looking to launch your own recruitment company or partner with one, you’ll learn what it really takes to get started — and grow.

Staffing is one of the few sectors that remains relevant regardless of shifts in the economy. Businesses always need good people. From healthcare to logistics, education to finance, every industry relies on skilled staff to keep things moving.

The business we supported had identified a common problem: companies were struggling to find reliable workers quickly. Many recruitment agencies were charging high fees without offering quality candidates. That gap opened the door for a new kind of staffing approach — one that was lean, people-first, and relationship-driven.

Before building websites or posting on social media, the business needed to get clear on three things:

1. What kind of staffing will we offer? (e.g., temporary, permanent, sector-specific)
2. Who are we helping? (job seekers, companies, or both — and in which industries?)
3. What makes our offer different?

Once the business narrowed its focus to healthcare and admin staffing, we moved on to compliance. Supporting a new business in staffing means getting every regulation right — from GDPR to employment law, background checks, and contracts.

This part involved setting up standard contracts for clients and workers, registering with relevant industry bodies, and outlining a clear process for vetting candidates.

We made sure the staffing business had templates ready, onboarding checklists prepared, and a simple digital filing system to manage applications and placements.

Staffing is a trust-based business. Clients need to feel confident you’ll send them the right people. Candidates need to feel respected and looked after.

So we worked closely with the business to design branding that felt professional, approachable, and clear. This included:

• A logo that reflected both people and professionalism
• A colour scheme that was warm but serious (no neon or hard blacks)
• A tagline that explained what the business does in one sentence

The goal was simple: let the brand do some of the talking, so when people landed on the website or saw the social media page, they’d instantly know it was a staffing company worth contacting.

Supporting a new business in staffing also means making sure people can find it. That starts with a clear, mobile-friendly website.

We built a simple site with five key pages:

1. Home – A snapshot of who they are and what they offer.
2. Employers – For companies looking to hire, with a contact form.
3. Job Seekers – For people looking for work, with an upload option.
4. About Us – The founder’s story, mission and values.
5. Contact – A clear way to get in touch.

We also helped the staffing business set up social media pages (LinkedIn, Facebook, Instagram) and local business listings on Google and Yelp. All accounts used the same logo, bio, and contact details to create consistency.

No staffing business can survive without good people. So we focused early energy on building a talent pool before chasing clients.

This meant creating:

• A simple job application form
• An onboarding process with ID checks, CV reviews, and video interviews
• A referral scheme that rewarded candidates for bringing others in

We also created WhatsApp groups segmented by skill (e.g., healthcare assistants, receptionists, cleaners) so we could send job alerts quickly and fill shifts fast.

Within four weeks, the staffing business had a database of over 100 screened candidates ready for placement.

One of the biggest milestones in supporting a new business in staffing is landing that first paying client.

We helped the business draft a prospecting list of 50 local organisations in need of staff — care homes, dental offices, private clinics, and small firms.

Using a simple script, the founder started making calls:

• Introduction
• Problem identification
• Offer to help
• Call to action (a free trial or discounted placement)

After 23 calls, a local care home agreed to try out one candidate for one shift. The candidate showed up early, stayed late, and left a great impression.

The care home signed a 3-month agreement the next week.

From there, word-of-mouth did the rest.

Remember, it’s not professional to use your private mobile number for business. Want a virtual phone number for your business? Click here

Once the first client came on board, things moved quickly. A second and third client followed, and the staffing business had to juggle finding new candidates, managing placements, and dealing with payroll.

To keep things under control, we introduced:

• A shift tracking spreadsheet (with automated reminders)
• Weekly check-in calls with all active clients
• A simple payroll service to handle payments and payslips
• Feedback forms after every shift (for both sides)

This kept the staffing process smooth and transparent while allowing the business to keep a personal touch.

Every new business teaches you something. Here are the top lessons we picked up from supporting this one:

1. People come before platforms

You don’t need fancy apps or expensive systems at the start. Focus on building real relationships with clients and workers.

2. Niche beats broad

Trying to do “all staffing for all people” will burn you out. Choose a focus — even if it’s just for the first year. Healthcare staffing and admin support were strong entry points for this business.

3. Always vet before sending

Nothing damages a staffing business faster than sending an unqualified or unreliable person. Even when short on time, it’s better to send no one than send the wrong one.

4. Document everything

From ID to shift times to client emails — save everything. It protects your business and helps you track performance.

5. Be honest when things go wrong

In staffing, problems will happen — people cancel, show up late, or leave early. Deal with it fast, own up to it, and make it right.

Six months after launch, the staffing business now works with eight regular clients and has a pool of over 200 candidates.

They’ve:

• Introduced a basic CRM to manage candidates
• Started offering training for certain roles
• Hired a part-time admin to help with bookings
• Created branded uniforms for workers to increase visibility

And they’re now exploring a second office in another city to expand their reach.

The support we provided helped lay a foundation, but the real credit goes to the founder’s consistency, clarity and care for people.

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Supporting a new business in staffing isn’t just about giving tips or writing a business plan. It’s about helping someone build something real — something that gives people work, solves a real problem, and contributes to the community.

Staffing, done right, changes lives. And that’s worth supporting.

If you’re planning to start your own staffing business or want to learn how to support others doing the same, focus on people, trust, and simple systems that grow with you.

Don’t overcomplicate. Keep the mission clear: connect great people to the right jobs — and build from there.

1) What niche should I start with?
Pick one role family, one sector, and one location (e.g., Healthcare HCAs in Manchester). A narrow focus makes sourcing, messaging, and pricing clearer—and gets you case studies faster.

2) Do I need a limited company?
It’s the cleanest route for clients and insurers. Open a business bank account, set up bookkeeping, and register for VAT when required.

3) What insurance do I need?
At minimum: Professional Indemnity. If you place temps or hire staff, add Employer’s Liability. Public Liability is wise for client site visits. Speak to a broker that understands recruitment.

4) What are the must-have legal documents?

• Terms of Business (permanent hires and/or temps)

• Data Privacy Notice + candidate consent wording

• Right to Work (RTW) checklist

• Key Information Document for agency workers (AWR) if you supply temps
  Get a solicitor or a recruitment templates provider to review these.

5) How do pricing and fees work for permanent hires?
Typical range: 15–25% of first-year basic salary.
Example: £35,000 salary at 18% = £6,300 fee. Include a replacement or rebate clause (e.g., sliding scale over 8–12 weeks).

6) How do charge rates work for temps?
Charge Rate = Pay Rate + on-costs + your margin.
Illustration (simplified): Pay £15/hour.

• Holiday pay (12.07%): £15 × 0.1207 = £1.81

• Employer NI (~13.8%): £15 × 0.138 = £2.07

• Pension (3%): £15 × 0.03 = £0.45

• Apprenticeship levy (0.5%): £15 × 0.005 = £0.075
  On-costs ≈ £4.41 → Base cost ≈ £19.41
  Add margin £3.59 → Charge rate £23.00/hour (margin ≈ 15.6%).
  Real figures vary with thresholds and worker status—confirm with your payroll provider.

7) Do I need to run payroll for temps?
If workers are your agency employees, yes (PAYE or an umbrella partner). If you only do permanent placements, no payroll is needed.

8) What compliance checks are essential in the UK?

• Right to Work verification (manual or IDSP where allowed)

• References and, if required, DBS checks

• AWR compliance for agency workers

• GDPR: lawful basis to process data, retention policy, and ICO registration.

9) What tools do I need on day one?

• ATS/CRM (a simple, low-cost tool is fine)

• Email + e-signature for terms and offers

• Basic website with service pages and a privacy policy

• Spreadsheet or accounting app for invoices and cash tracking

• LinkedIn account optimised for your niche.

10) Where do I find my first candidates?

• LinkedIn search and direct outreach

• Niche job boards and Facebook groups

• Referrals from your network

• Alumni groups and professional bodies
  Offer a small referral bonus to speed things up.

11) How do I win my first client without case studies?
Borrow credibility: niche focus, clear process, and a low-risk offer. Suggest a trial vacancy, a shortlist in 72 hours, or a reduced fee with a tight rebate window for the first engagement.

12) What should my outreach message say?
Keep it short and specific:
“Hi [Name], I support early-stage firms hiring their first [Role] in [Location]. I’ve pre-screened 3 profiles who match your stack and budget. Can I share a two-minute overview and proposed terms?”

13) How many outreach attempts should I plan?
A simple 7-touch sequence over 14 days works: 3 emails, 2 LinkedIn messages, 1 call, 1 voicemail/DM—always add value (candidate snaps, salary data, mini-market map).

14) What does a simple delivery process look like?
Intake call → agree job scorecard and terms → source → screen → shortlist (3–5) → coordinate interviews → offer management → start → aftercare at week 1 and week 4.

15) How do I set payment terms?
For permanent: invoice on offer acceptance or start date (common), 14–30 day terms. For temps: weekly timesheets, weekly invoices, and credit checks before supply. Consider upfront deposits for new clients.

16) What KPIs should I track in the first 90 days?

• Daily: outreach sent, replies, intake calls booked

• Weekly: qualified candidates, shortlists delivered

• Monthly: interviews, offers, starts, revenue, days-sales-outstanding (DSO)

17) How do I keep data compliant?
Store only what you need, get clear consent, allow opt-out, and delete data on request. Keep your ATS tidy and log all consent notes.

18) Do I need contracts with candidates?
For permanent hires, candidate terms are optional but helpful (representation consent, CV accuracy). For temps, you need worker agreements, assignment schedules, and a Key Information Document.

19) What marketing helps right away?

• One-page niche landing page with a lead form

• “Salary & Skills Guide” PDF to collect emails

• LinkedIn posts: 3× weekly—wins, shortlists, and one useful market insight per post.

20) What’s a simple “first 30 days” plan?
Week 1: niche, terms, tools, and a lean website.
Week 2: 100 target companies list, 7-touch outreach, start sourcing.
Week 3: deliver two shortlists, gather feedback, refine the scorecard.
Week 4: drive interviews to offer; ask for a testimonial and referral.

21) Should I focus on temps or permanent at the start?
Choose one. Permanent placements bring lump-sum cash without payroll. Temps build recurring income but add compliance and funding needs.

22) Do I need invoice funding for temps?
If clients pay in 30+ days but you pay workers weekly, yes—use an invoice finance or a recruitment-specific funder. Price your margin to cover fees.

23) How do I reduce fall-throughs at offer stage?
Pre-close candidates on salary, role, start date, and counter-offer risk. Keep both sides warm daily from offer to start.

24) What belongs in my Terms of Business?
Scope, fee/charge rate, payment terms, rebates/replacements, candidate ownership period, confidentiality, warranties, liability cap, and a clear acceptance trigger (e-sign or email).

25) What’s a good first hire for my agency?
A delivery-focused resourcer once you have steady roles. Before that, outsource admin (bookkeeping, contract templates, website tweaks) so you can sell and deliver.