Staffing & Employment Insights - Merry Staffing

What Happened to the Labor Force

Kelly Merry March 5, 2026

For those of us that have spent decades in staffing and recruiting in Connecticut– New England and the rest of the country, the question comes up almost daily.

What happened to the labor force?

Employers ask it constantly.

Recruiters see it every day.

Applicant ghost interviews, entry level jobs go unfilled at unprecedented hourly rates, and many young adults seem to be delaying the basic milestones that used to define the begging of working life: a first job at 16, financial independence, and moving out of their parents’ home.

The answer is more complicated than “people just don’t want to work.”

A Long-Term Decline in Youth Workforce Participation

One of the biggest shifts has been the decline in teen and young adult participation in the workforce.

In 1978, about 71% of teenagers were working or looking for work during the summer. Today, that number is dramatically lower. http://bls.gov Similarly, broader youth participation rates have fallen from around 69% in 1979 to roughly 55% only ten years later, reflecting a significant long-term drop in early workforce entry. http://shrm.orgMore recently, the labor force participation rate for 16-24 year-olds was about 59% in 2025.

The result is that many Connecticut employers – and the rest of New england- are experiencing something that simply didn’t exist decades ago: a shortage of young workers entering the labor pipeline.

Why Fewer Young People Are Working

Several factors are driving this shift.

More Time Spent in Education – A major reason young people are not working is that more of them are staying in school longer.http://eyeonhousing.org Government data shows that among people aged 16-24 who are not working, the most common reason cited is attending school. While education can be positive, the unintended consequence is that many young adults now delay real workplace experience until their early or mid-20’s.
Living at Home Longer – Another trend is the increasing number of young adults living with their parents. Economic pressures, including housing costs, have made it harder for young people to move out. Research has shown that those likely to participate in the workforce than peers living independently. http://thetimes.comWhen housing, food, and utilities are covered by family, the immediate pressure to work simply becomes lower.
Structural Changes in Entry-Level Jobs – The kinds of jobs that once served as “first jobs” for teenagers and young workers have also changed. Automation, self-check out, and digital ordering systems have reduced the number of traditional entry level roles. Retail and service industries. At the same time, employers expect experience, communication skills and reliability- qualities that historically were developed through early work experience.
Technology and Cultural Shifts – Technology has also reshaped behavior. Researchers and educators have noted that digital lifestyles and increased screen time can reduce real-world engagement and the social interaction skills that traditional jobs require. At the same time, social media has introduced alternative ideas about income – entrepreneurship to influencer culture – which sometimes creates unrealistic expectations about career paths.

The Experience Gap

Ironically, this shift has created a paradox. Employers say they want workers with experience and reliability. But fewer young people are gaining that experience early. This creates what many recruiters call an “experience gap.” Young workers may have degrees, but they often lack the basic workplace exposure that previous generations gained through part-time jobs during high school or college.

Why Early Work Matters

For decades, entry level jobs served as the foundation for workplace skills:

Reliability
Punctuality
Customer Service
Accountability
Teamwork

These are not just job skills – they are LIFE skills. When young people enter the workforce later, they sometimes face a steeper learning curve.

The Reality Employers Are Facing

Employers today in Connecticut, Massachusetts and Rhode Island as well as the rest of the US, are navigating several workforce challenges at once:

Fewer young workers entering the labor market
Delayed workforce participation
Changing expectations about work-life balance
Rapid technological changes affecting the job structures

At the same time, demographic shifts – including an aging population – mean overall labor force is growing more slowly that in previous decades. This is not just a cultural issue http://epi.org, it is a structural workforce shift.

Where Do We Go From Here?

Connecticut businesses may need to rethink how they attract and develop young workers.

That could include:

more mentorship and training programs
clearer career pathways for entry-level roles
partnerships with schools and community programs
realistic expectations about early workforce development

The future workforce may look different, but the core principle remains the same:

Work Builds Skills, Independence and Confidence.

And for many young people, that first job still matters more than ever.

When Deliverables Are Never Enough : Bridging the Gap Between Expectation and Resolution

Kelly Merry March 2, 2026

In business transitions – whether it’s a Connecticut staffing partnership, acquisition, system integration, or vendor relationship – there are moments when it feels like no matter what is delivered, is not quite enough. Reports are provided | Files are Transferred |Questions are answered |

And yet, tension remains.

This is more common than you would think.

Why “Never enough” Happens

Often the issue isn’t the deliverable itself. It’s the underlying factors:

Misaligned Expectations – One party believes they are receiving “raw data.” The other expects “Fully integration-ready, perfectly mapped data.” The difference may have never been clarified.
Post decision Anxiety – After a transaction or major change, people instinctively look for validation that the decision was correct. Normal operational friction can suddenly feel like a red flag.
Emotional allocation In to Operational Discussion – When frustration, uncertainty, or fatigue enter the conversation, technical conversations can seem personal.

At this point, continuing to send files… more and more files – doesn’t solve the problem. What resolves conflict is clarity and structure. Without- emotion, negative comments, passive aggressive positioning and lack of understanding of “the other side.”

How to Reset the Dynamic

When deliverables feel insufficient, the path forward isn’t defensiveness – it’s definition.

Clarify Scope – revisit what was agreed upon | What was guaranteed | What was conditional | What falls under “ongoing “

Ambiguity fuels resentment and specification assists in restoring confidence.

Separate Data From Emotion

Data fields can contain sensitive information – or may not exist entirely | one “side” may be done with deflecting “emotion” over progress. When categories blur, everything feels like a failure. When separated – coordination versus conflict – resolve can be addressed logically.

Offer Structured Resolution

Instead of endless email threads – Propose a live working session | define EXACTLY what needs to be addressed | set a clear completion point | have awareness of what your actual obligation is |

open ended support creates open-ended frustration. Structured support creates closure.

Maintain Composure

Leadership under pressure is not about proving a point. It’s about lowering the temperature. Tone determines outcome. When one party escalates, the most effective response is steady professionalism – not matching energy.

The Real Leadership Skill

In staffing, acquisitions, and workforce transitions, perfect data rarely exists. What distinguishes strong operators is not perfection, it is:

Transparency |Boundary setting | Calm documentation | Willingness to collaborate | Clear completion points

Deliverables become never enough, when expectations remain undefined. They become resolved when communication becomes structured.

Final Thought

In business, friction is not a failure. It is often a sign that two systems – or two perspectives are not aligning.

Resolution is rarely achieved by delivering more. It is achieved by defining clearly, communicating calmly, and closing confidently.

What Is an Appropriate Severance Package for a Long-Term Employee?

Kelly Merry February 27, 2026

Workforce transitions happen for many reasons.

Sometimes it’s restructuring | Sometimes it’s performance | And sometimes, it’s the end of a chapter – a business closure, sale, or retirement.

At Merry Staffing, we’ve supported employers through all of these. One thing remains true:

How you exit people matters just as much as how you hire them.

Is Severance Legally Required?

In most cases, severance is not legally required unless:

It’s written in an employment contract | Included in a Union contract |It is part of Company policy

However, even when not legally required, severance is often strategically wise – especially for long-term employees. Employers should also be aware of federal and state laws like the WARN Act, which may require advance notice in larger layoffs or closures.

Standard Severance Guidlines

A common rule of thumb: 1- weeks pay per year of service Executives and senior leaders may receive: 4-6 months of salary

When Separation is Due to a Business Closure

In closures, employers should consider:

Length of service: Tenure carries weight. Long-term employees often built the company.

Financial reality of the Business: In a shutdown, cash flow may be limited. Structured or staged payments may be necessary.

Advance Notice: Providing as much notice as possible can be more valuable than an additional week of pay.

Benefit Continuation: COBRA assistance or health coverage contributions can significantly ease the transition.

Payout of Accrued PTO: Required in some states and ethically advisable in most.

Outplacement Support: Resume assistance, references, job search help – this matters deeply in closure scenarios. In many closures, severance may look more like: A lump sum based on funding available | Final payroll and PTO payout |A small “thank you ” bonus | Continued access to references and networking support. It doesn’t have to be extravagant, but should be intentional.

Emotional Impact of Term Separations

For employees with extended tenure, separation isn’t just about income. It’s Identity. It’s routine. It’s community. Closures in particular can feel personal – even when they’re a financial or strategic decision. A fair severance package acknowledges that investment.

Protecting the Business During Closure

Employers should protect themselves through any of the aforementioned scenerios:

Documenting agreements clearly| Using release of claims agreement when appropriate| Open communication with all staff |

A thoughtful, consistent approach reduces risk and preserves reputation.

A Strategic Framework for Employers

Before determining severance – especially in a closure ask – What can the business afford, realistically. What precedent does this set? Does this reflect our company values? Are we handling all employees consistently? If resources are tight, transparency often matters more than generosity.

My Final Thoughts about this Subject

Severance is not about guilt. It’s not about punishment. And it’s not about overextending a struggling business.

It’s about fairness, clarity and integrity – particularly for those who gave years of their professional lives to your organization. When a company closes its doors, how leadership handles that final chapter becomes part of its legacy. And people remember.

https://portal.ct.gov/dol/unemployment-benefits?language=en_US

Why Employer Partnerships with Staffing Agencies Matter More Than Ever

Kelly Merry February 16, 2026

In today’s hiring environment, Connecticut and most states – speed alone isn’t enough. Employers need consistency, accountability, and a reliable talent pipeline. That’s where true staffing partnerships make the difference. A staffing agency, like Merry Staffing does not simply “send resumes.” A strong partner works alongside your leadership team to understand your operations, culture, workflow demands, and performance expectations. The goal isn’t to fill seats – it’s to protect productivity.

What Real Staffing Partnership Looks Like

Clear Role Alignment – The agency takes the time to understand the actual day-to-day realities of the job – not just the job description.
Honest Candidate Screening – Pre- screening for reliability, work history consistency, and a cultural fit – not just availability.
Ongoing Communication – Open feedback loops to adjust quickly if expectations shift or performance concerns arise.
Workforce Planning Support – Helping anticipate seasonal spikes, turnover trends, and labor market shifts before they become emergencies.

When employers treat staffing agencies as strategic partners rather than transactional vendors, retention improves, onboarding becomes smoother, and management stress decreases.

At Merry Staffing, we believe successful partnerships are built on transparency , accountability, and shared standards. When both sides commit to clarity, the workforce performs.

How Employers Attract Strong Candidates Without Relying on Higher Pay

Kelly Merry February 11, 2026

In a competitive Connecticut labor market, many employers assume higher wages are the only way to attract candidates. While compensation matters, it isn’t the sole deciding factor for many job seekers in the Dayville, Putnam, Plainfield, Brooklyn area- especially those looking for stability, balance and long term growth.

Employers who look beyond pay often find they can attract more committed, reliable candidates by focusing on what actually improves day to day work life.

Predictable Schedules and Work-Life Balance

One of the most powerful incentives employers can offer is consistency. Predictable schedules, clear start and end times, and respect for time off matter deeply to today’s workforce. Candidates are more likely to choose roles where expectations are clear and personal time is respected – even if the pay is comparable elsewhere. Strong leadership, accessible management, and consistent communication are often cited as reasons candidates accept – and stay in roles.

Opportunities for Growth and Skill Development

Many candidates are willing to invest their time where employers invest in them. Training, upskilling, and clear paths for advancement are strong incentives that build loyalty and reduce turnover. When candidates see a future with growth both in skills sets and financially – turnover is reduced.

A Positive Workplace Culture

Workplace culture isn’t about perks or slogans – it’s about how people are treated. Respect, accountability, and fairness go a long way in attracting candidates who want to do good work in a stable environment. Candidate’s talk. A strong reputation can be the thing that separates you from the competition. It is important in this day and age of recruiting to offer “out of the box incentives.”

Using Staffing Partners to Communicate Your Value

Staffing Partners in all Connecticut counties, help employers present these non-pay incentives clearly to candidates – setting expectations upfront and highlighting what makes your workplace different. This clarity helps attract candidates who align with your values and reduces mismatches that lead to turnover.

The Bottom Line

Pay opens the door – but it isn’t the sole factor as to why candidates chose one job over another. Employers who focus on structure, growth, communication, and culture create environments candidates want to be part of. Attracting strong candidates starts with offering a workplace that works.

Why Upskilling Current Employees Could be the Right Move

Kelly Merry February 9, 2026

In today’s Connecticut labor market, hiring alone isn’t enough to keep businesses fully staffed. Qualified candidates in Hartford County, New London County, Windham County and surrounding areas – are hard to find, competition is high, and open roles often stay vacant longer than expected. Employers who rely solely on external hiring are feeling the strain.

That’s why more organizations are turning inward – Merry Staffing supports organizations that are innovative and investing in their current workforce. This will help in building stability on teams and circumventing the current labor shortage.

The Cost of Not Developing Your Existing Team

When employees aren’t given opportunities to grow, Connecticut businesses face:

Higher turnover | Increased recruiting costs | Ongoing skill gaps that slow productivity |

Replacing employees is often more expensive and disruptive than developing the one you already have.

How Upskilling Helps Close the Talent Gap

Upskilling allows employers to adapt to changing demands without constantly searching for new hires. Teaching employees new skills helps organizations:

Fill roles internally when external talent is scarce
Increase flexibility across teams
Improve employee engagement and retention
Reduce dependency on an unpredictable labor market

Employees who see a path forward are more likely to stay – and perform.

Upskilling Also Strengthens Accountability and Performance

Training isn’t just about new skills; it reinforces expectations. When employees are invested in and properly trained, they are more confident, more capable, and more accountable in their roles. Clear development paths create stronger alignment between Connecticut business needs and employee performance.

A Smarter Long-Term Hiring Strategy | Investing in People Protects Your Workforce

Employers who balance recruiting with employee development are in a better position to weather the current labor shortages. Upskilling creates a pipeline of internal talent, reduces turnover, and protects operations from constant disruption. At the same time, Connecticut Staffing Partners | Merry Staffing – can help identify where training will have the greatest impact – and submit candidates that are ready to learn.

Labor shortages are not going away anytime soon. Employers who focus on developing the employees they have- gain a competitive advantage – stronger teams, better retention, and fewer gaps when the market tightens. Upskilling isn’t just good for employees, it is critical for long term workforce stability.

Why Hiring Is a risk Management Issue, Not Just an HR Function

Kelly Merry February 7, 2026

In today’s labor market, hiring decisions carry more risk than ever. When positions in Connecticut stay open, productivity drops. When the wrong candidate is rushed in, the risk multiplies – impacting safety, morale, compliance, and operational costs.

Workplace risk doesn’t just come from accidents or compliance failures. It often starts with:

Inadequate screening due to hiring pressure
Poor attendance and reliability
Lack of communication or accountability
Mismatched skills in safety – sensitive roles

Strong employers treat hiring as a risk management strategy, not simply a staffing task. Clear job expectations, consistent policies, and through screening reduce exposure long before an issue escalates.

The most effective organizations invest recruiting resources where risk is the highest – production roles, safety sensitive positions, and leadership roles that influence team behavior.

At Merry Staffing, a Connecticut staffing agency – we help employers reduce hiring-related risk by aligning talent strategy with operational priorities – protecting your people, your productivity, and your bottom line.

What HR and hiring Managers Are Really Facing Right Now- And Why it Feels Unsustainable

Kelly Merry February 2, 2026

Hiring today isn’t just difficult-it’s emotionally and operationally exhausting.

HR leaders and hiring managers are under constant pressure from every direction: Leadership demanding productivity, managers desperate for headcount, and a labor market that simply isn’t delivering the volume or quality of candidates needed to keep operations moving. What’s rarely discussed is the reality behind the scenes – the fear of falling behind, burning out teams, or making the wrong hire to fill an open position.

This is the uncomfortable truth many HR professionals are navigating daily.

The Reality: More Demand, Fewer Strong Candidates

Across Industries – especially manufacturing, logistics, and skilled labor – open positions are piling up faster than qualified candidates can be found. Pushing the federal government to increase their training initiatives. https://dol.gov

Job posting are live. Applications trickle in. Interviews happen. And yet, too often, the outcome is the same: The Talent Pool doesn’t match the Demand.

This isn’t about effort. HR teams are working harder than ever. The problem is availability. There is a misalignment in the role expectations and the labor market.

What HR is Afraid to Say Out Loud

Many HR leaders are quietly carrying concerns they don’t always feel safe voicing:

Can we lower standards just to keep up?
What happens to team morale if we keep hiring the wrong fit?
How long can our strongest employees carry the load before they leave?
Where are we putting our recruiting dollars? There has to be a better source pool.

These are not theoretical worries. These are real conversations. I’ve had them – in multiples.

The consequences show up as turnover, disengagement, and stalled growth.

Managing Internal Teams While Facing External Talent Shortages

One of the hardest balancing acts HR faces today is managing expectations internally while dealing with external limitations. This requires strategic workforce planning.

Departments want people now. Production schedules don’t’ pause. Customers don’t wait. But hiring faster doesn’t always mean hiring better – and HR is often left explaining why open roles can’t be filled.

The most effective HR teams are shifting the conversation from speed to strategy:

Prioritizing roles that impact revenue, safety, or delivery
Being transparent about timelines
Protecting team cultural over quick fixes

Where Recruiting Dollars Actually Work Right Now

One of the biggest mistakes employers make in a tight labor market is spreading recruiting dollars too thin – posting everywhere instead of investing wisely. right now the best return comes from:

Targeted recruiting | Industry Specific Sourcing | Strong Screening Upfront | Partnerships with Staffing Experts

Throwing money at jobs ads without a strategy doesn’t solve the problem. Alignment does.

Why the Right Staffing Partner Reduces Risk, Not Control

Many HR leaders worry that outsourcing recruiting means losing control. In reality, the right staffing partner acts as an extension of HR – helping filter noise, manage expectations, and protect internal teams from burnout.

When done correctly, staffing partnerships:

Reduce hiring time
Improve candidate quality
Allow HR to focus on retention and culture
Provide honest feedback about market conditions

In today’s environment, that transparency is invaluable.

The Bottom Line for Employers

HR and hiring managers aren’t’ failing. They are navigating one of the most complex labor markets in decades – with limited resources and unlimited expectations. Success right now doesn’t come from hiring faster. It comes from hiring smarter, protecting teams, and investing recruiting dollars where they actually produce results.

Accountability Is Not Optional: Why Showing Up and Doing the Job Matters

Kelly Merry January 28, 2026

There is a growing misconception in today’s workforce that accountability is flexible. It isn’t.

Showing up, doing the job you were hired to do, and communicating when you can’t – are baseline expectations. They are not negotiable terms. Yet across industries, employers are increasingly navigating a workforce where these fundamentals are treated as optional. Accountability used to be understood. Today, employers are increasingly confronted with employees who view attendance, communication, and responsibility as optional. I am here to remind everyone. It’s not.

These behaviors don’t just affect mangers- they disrupt teams, increase workloads, and erode trust across an entire workforce. In staffing, we see the ripple effects daily. Accountability isn’t about punishment. It’s about respect – for coworkers, employers, and the job itself.

Recently, a potential applicant in their early 20’s told me a large employer was “too strict” because they were terminated in an “at will state” after 5 consecutive No Call No Shows.

When “Understanding” Turns Into Tolerance of Poor Behavior

Flexibility and empathy have their place – but they are not substitutes for responsibility.

A job comes with basic expectations:

Show up when scheduled
Complete assigned work
Communicate when issues arise
Respect coworkers’ time and effort

When these expectations are repeatedly ignored, the issue is no longer support or training. It’s a choice.

Allowing poor behavior to continue sends a clear message to the rest of the team: accountability is optional.

This Isn’t About Perfection – It’s About Responsibility

No one expects employees to be perfect. Life Happens. Mistakes Happen.

Responsibility means:

Communicating proactively
Taking ownership of assigned work
Accepting consequences when expectations aren’t met

Accountability isn’t harsh – it’s fair. And fairness matter to the employees who do the right thing every day.

How Strong Employers Set and Enforce Expectations

Effective Employers:

Clearly define expectations upfront with an employee signature
Apply standards consistently
Address issues early – not after months of tolerance
Protect high performers by holding everyone accountable

This helps create and maintain a functional workplace. When expectations are clear and enforced, teams perform better, morale improves, and trust is restored.

What Connecticut Employers Should Expect in Q1 2026: Hiring Trends & Strategic Planning

Kelly Merry January 26, 2026

As the first quarter of 2026 unfolds, Connecticut employers are navigating a labor market that looks a bit different from the boom-driven hiring environment of the past few years. Rather than large, rapid expansions, early economic indicators point toward modest job growth, a tight labor pool, and more strategic hiring practices.

A Slower but Steady Hiring Environment

Connecticut’s hiring activity has shown signs of slowing over the past year, with employment gains modest and job growth more measured than in recent recovery periods. Local labor data suggests that while businesses are still hiring, thy are doing so with greater selectivity and intention- focusing on roles that directly impact performance and continuity. The CBIA said since the COVID-19 pandemic, Connecticut’s labor force has grown just 0.2%, compared with 4.3% growth nationwide.

Labor Force Dynamics: Small Growth, Tight Market

Though overall job growth has been modest, Connecticut continues to see a tight labor market with low unemployment and minimal labor force expansion. Companies are competing for skilled workers, especially in sectors like healthcare, manufacturing, and professional services, making strategic hiring and retention increasingly important.

Priorities for Connecticut Employers in Q1

In this environment, employers should consider the following priorities:

Be intentional with job postings – target specific skills and competencies rather than broad hiring sweeps
Enhance your offer packages – competitive compensation, benefits, and flexibility help attract limited talent
Focus on retention as much as recruitment – turnover exacerbates labor constraints
Invest in upskilling and development – growing talent internally can fill gaps that external hiring struggles to meet

Plan for Strategic Growth – Not Just Reactive Hiring

The first quarter of 2026 is shaping up to be a period where planning outpaces reaction. Employers who define clear hiring goals, identify critical roles ahead of time, and build relationships with staffing partners will have a competitive edge – not just filling in positions, but in strengthening team performance and resilience. Connect with our team at | Merry Staffing.

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