This year the staffing firm celebrates 55 years of providing “Abel People” to small businesses, Fortune 500 corporations, state and federal government agencies, legal and accounting firms, medical facilities and statewide trade, professional associations and educational institutions. We focus on providing professional staff including the fields of Accounting, Information Technology, Management, Administrative Office Support, Customer Service and Sales. The business was founded in 1969 by Franklin and Dorothy Abel, Debby’s parents.

Debby Abel joined the team as marketing manager in 1990. “At that time, we were a local firm serving clients in our region. We’ve grown and now we serve clients in several states. Often established clients ask us to help identify staff in other locations where their companies operate. They recognize the success we have in Central Pennsylvania and ask us to help with their recruiting needs in other states,” she continues.

What hasn’t changed is the personal attention to both client companies and candidates to find the best match of people with positions, and our commitment to customers’ success. “We really serve two clients—the businesses that have recruiting needs, and candidates who are seeking positions,” Abel says.

Candidates who work with Abel Personnel are not charged a fee. Abel says she and her staff receive a lot of questions about this concern. “Charging candidates in recruiting and staffing is really a thing of the distant past.”

Most of the positions Abel Personnel fills are long- term positions rather than temporary or “temp” positions. Abel says those long-term career positions can be one of three types. Direct Hire placements are where the client company immediately hires the candidate, Temp to Hire placements where the employee works for Abel for a period of time before becoming a direct employee of the company. Contract placement is where the employee is on ongoing client assignment, but an employee of Abel, which can provide secure employment for years.

“We recommend our client businesses to consider multiple options so they can find the best person for their position. Some candidates are not receptive to the tempto- hire option, especially if they are currently employed.

Being open gives our client companies the widest choice of candidates.” Abel explains.

She says Abel Personnel takes a “whole person” approach—interviewing each candidate to understand their goals, interests and skills; working with them to find what works best for them as well as client companies.

Abel says some of the firm’s placements are for a number of years with the same company. “It’s very rewarding to see those long-term employees we’ve placed thrive and grow. We see so many of our people who started in entry level positions being promoted to trainers, supervisors or managers — when they show their value and work hard, it is recognized,” Abel says. This milestone 55th anniversary year also brings a change to Abel Personnel itself.

The staffing firm has relocated from its two long-term locations—one in Lemoyne and one in the Scottsdale Plaza on Paxton Street, Harrisburg—and is now located at a new location at 2300 Vartan Way, Suite 110, Harrisburg.

“We were at both locations for 24 years, so there are a lot of memories, and as I packed, my eyes teared up. A key memory is the years of walking into my office, adjacent to my father’s, and thinking how I was privileged to see and interact with him every day. It was a joy and honor to work with him and learn from his example as a smart, kind, ethical businessman. As I head to a new site where I can’t visualize his presence, I know that he and my mom were proud of how I shepherded the business over the years—maintaining the level of personal service and integrity,” she wrote in a recent website post.

Abel reports that today the staffing firm, like some of its client businesses, conducts business in a different way— with many staff members working in a hybrid model that combines working in the office with working remotely.

“There is something to be said for office camaraderie, and off-the-cuff collaboration. We considered whether we required the same amount of space since our staff work a hybrid schedule. Plus, both leases were ending at about the same time,” she explains.

The new office has space for each recruiter to have their own office, but accommodations to allow offices to be shared if necessary. And like its relationships with client businesses and candidates, Abel Personnel has many long-time team members—most of whom have been with the firm 10 to 20 years. “We have a great and talented team devoted to hard work and incredible service,” Abel concludes.

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Google’s Project Aristotle, a study aimed at understanding what makes teams effective, underscores the importance of workplace culture. This article explores how leadership practices and employee engagement, especially mitigating micromanagement, impact psychological safety and contribute to a positive workplace culture.

Understanding Workplace Culture

Workplace culture encompasses the shared values, beliefs, and practices that define how employees interact within an organization. It shapes leadership styles, communication norms, and the overall work environment. A positive culture aligns employees with organizational goals, fostering a motivated, supported, and valued workforce. Employees play a crucial role in shaping and maintaining this culture by upholding the values and standards set forth by the organization.

Google’s Project Aristotle: The Quest for the Perfect Team

Launched in 2012, Google’s Project Aristotle sought to identify what makes teams high performing. The study revealed that the most successful teams were not necessarily the most talented but those that cultivated psychological safety—a culture where team members felt safe to take risks, express their opinions, and admit mistakes without fear of judgment or retribution. This culture is co-created by leaders who set the tone and employees who engage and participate fully.

The Role of Psychological Safety

Psychological safety is foundational to a positive workplace culture. When employees feel safe sharing ideas, it promotes open communication, collaboration, and innovation. Both leaders and team members contribute to this environment. Leaders can encourage this by offering guidance and support rather than controlling every aspect of their team’s work. In turn, employees must communicate openly and respect differing viewpoints.

The Impact of Micromanagement

Micromanagement can undermine psychological safety by creating an environment of control and fear. Excessive oversight signals a lack of trust, leading to decreased morale and motivation. However, employees also have a role in addressing this by communicating their needs for autonomy and clarity with their managers. When both parties are committed to effective communication, the negative effects of micromanagement can be reduced.

Mitigating Micromanagement and Building Trust

To foster psychological safety, both leaders and employees must recognize and mitigate micromanagement tendencies. Leaders should trust employees to make decisions and manage tasks without unnecessary oversight. Employees should actively seek feedback, ask for the resources they need, and demonstrate accountability for their work. This mutual effort creates a more balanced and trusting work environment.

Adopting a coaching mindset can help reduce micromanagement. Instead of dictating tasks, leaders can ask open-ended questions, encourage problem-solving, and offer constructive feedback. Employees should take ownership of their work, seek guidance when needed, and contribute to team goals. This empowers employees and fosters a sense of autonomy and confidence.

Creating and Sustaining a Positive Culture

Establishing a strong workplace culture requires intentional effort from both leadership and employees. It begins with clearly defining core values and ensuring consistent communication and reinforcement across the organization. Leaders play a crucial role in modeling desired behaviors and setting the tone for the company. Employees, in turn, should actively engage with these values, provide feedback, and participate in shaping the culture.

Involving employees in shaping the culture is essential. When employees feel they have a voice and actively contribute to the culture, they are more likely to embrace and uphold it. Regular feedback and open communication ensure the culture remains dynamic and responsive to workforce needs.

Organizations should invest in initiatives that promote a positive culture, such as team-building activities, professional development programs, and recognition systems. These efforts reinforce the values and behaviors central to the company’s culture, creating a work environment where employees feel valued and supported. Employees should also take the initiative to participate in these programs and contribute to a positive work environment.

As organizations increasingly adopt flexible work arrangements, including remote and hybrid models, the challenges of creating and sustaining a positive culture take on new dimensions. Let’s explore how the principles we’ve discussed apply in the context of remote work.

The Impact of Remote Work on Workplace Culture

As remote work becomes increasingly prevalent, organizations face new challenges in maintaining a strong workplace culture. The shift to Work From Home (WFH) arrangements has profound implications for how teams collaborate, communicate, and foster psychological safety.

Adapting Cultural Practices to Remote Environments

Psychological Safety in Remote Teams

Workplace Culture: Moving Forward

The importance of workplace culture cannot be overstated. As demonstrated by Google’s Project Aristotle, a positive culture that prioritizes psychological safety, trust, and collaboration is key to building effective teams and achieving long-term success. Mitigating micromanagement practices empowers employees, enhances their well-being, and drives overall team performance.

As the business landscape evolves, companies that prioritize culture and address leadership practices like micromanagement will be better positioned to attract and retain top talent, foster innovation, and navigate the challenges of a rapidly changing world. Employees also have a crucial role in this process by actively contributing to and supporting the culture. Whether a startup or a multinational corporation, the time to invest in culture is now.

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Well, times have certainly changed, and moving to a beautiful new home is now upon us.

As we pack, shred and toss our current offices, memories come flooding through and my eyes literally are tearing up. Most prominent, of course, are the years of walking into my office, adjacent to my father; thinking how I was privileged to see and work with him every day. It was a joy and honor to work with him; learn from his example as a smart, kind, ethical businessman. There were still items in our office as reminders of him. His name plate on his desk, photos of the WWII plane he trained in, family photos and documents with his unique handwriting. I leave this place and head to a new site where I can’t visualize his presence. I will know there that he and my mom were proud of how I shepherded the business over the years maintaining the level of personal service and integrity.

I have worked with extraordinary talented staff in recruiting, business and payroll, who gave exceptional service to our candidates and business clients. They include extraordinary people like Joan Lewis, Vice President of Operations and Staffing Manager with our company for 24 years. I learned much about this business watching her example of dedication and hard work. In my Lemoyne office were memories of Barbara Isaacman who devoted her 41year career with us with such thorough interviews and understanding of her candidate and clients. I can’t name all the employees who provided incomparable service but they include long termers:

The wonderful thing is that the current team of employees is as devoted to hard work and incredible service. This is the team that is currently working and navigating the staffing business that few of us imagined 24 years ago. Many of our current employees have been with us in the 10-20 year range,  and new team members are just as dedicated. I can’t say enough about the above-and-beyond efforts of those facilitating this move.

There are so many memories of the bonds of friendship, teamwork, happy and sad life events. Days of achievement and occasional moments of disappointment. We watched the videos of the towers falling on 9/11. We heard the news of Katrina, experienced the historic election of Barak Obama and adapted through the pandemic. While we marked historic occasions here, the best recollections are the day-to-day conversations, working together and sharing personal moments. Those memories reside most within these walls; I’ll try to bundle them up and take them to the new office. There, new memories will be made.

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Barbara grew in the Abel organization and ultimately transitioned to recruiting. She teamed with Barbara Isaacman, who mentored her development. The two soon became known as the “Barbaras.” Together they provided a high level of continuity and responsiveness to their joint clients and candidates; if one of them was tied up or out of the office when a client or candidate called, the other was typically able to take the call with a full background on the opening and candidate status. Barbara now models this same teamwork with a developing recruiter at Abel Personnel.

Over the course of those 20 years, Abel Personnel recruiter Barbara Karr has interviewed and placed thousands of candidates and filled the needs of client companies, large and small. Things have changed in those two decades: the power of computers, the growth of job boards, the evolutions of job duties, and remote work options. What remains constant is the need for true human connection and relationships. Barbara’s frank discussions with both candidates and clients through an open expression of caring continues to be her hallmark.

Two placements that exemplify her approach and typify the standards set by Abel Personnel:

Barbara has a talent for matching clients with both current applicants and well-remembered past candidates, such as Brian, who are not actively looking but are open to unusual opportunities. However, Barbara’s achievements rest more on the key questions that she asks both clients and candidates that help them realize what are really the essential qualities they are looking for. She has made a difference in the success of Abel’s employer clients and the lives of Abel’s candidates by assisting them with advice, guidance and real opportunities. Abel Personnel and Barbara’s clients and candidates are indebted to her for this work.

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Different Pay and Fee Scales for Men and Women

Abel acquired Hallmark Personnel, founded in 1962, after its establishment in 1969. Since then, there have been significant changes in equality in the workforce. Different pay and fee scales for men and women were evident from Hallmark's 1962 Pennsylvania Department of Labor and Industry's Staffing License. This document indicated that there were "women's jobs" and "men's jobs," and separate employment counselors for each. Men's wages ran from $25.00 to $200.00 per week, while women's wages started at $25.00 per week and maxed at $100.00 per week. Placement fees for women were lower than fees for men. This license still hangs in Abel's offices as a reminder of the progress made. Visitors often remark how unbelievable it is that these guidelines were in place not so long ago.

To Keep up with Staffing Trends, Abel Girl is Established

To keep up with staffing trends, Abel Personnel launched "Abel Girl" in 1977, with a nod to Kelly Girl which had been established in 1957, as a temporary placement division. At the time, Abel primarily did permanent placement staffing. This division was created to place employees in temporary roles which made them easy to locate and connect with when permanent opportunities became available. The late Ruth Kline was instrumental in building this division as she went door-to-door visiting downtown businesses in Harrisburg to find clients in need of temporary staff. Within two years, this was rebranded as Abel Temps, as the "girl" got a makeover with the times and became a woman and also as many candidates were men.

Talented Women were the Core of Abel’s Growth Over the Next Several Decades

Dorothy (Dottie) Abel became a full partner in the firm with husband Frank Abel upon the retirement of an original partner. Although she intended to assist for just a short time during this transition, she ended up staying in her role as a placement counselor until her retirement in 1987 after 18 years of helping take the business to new levels. Joan K. Lewis, a significant hire as Director of Temporary Staffing who became Vice President of Operations, and Barbara K. Isaacman, a Placement Counselor who was promoted to Vice President of Recruiting, were critical members of the Abel operation, growing and enhancing the young firm's reputation for service, competence, and dedication to their clients. Joan began her role with Abel in 1969 and retired 42 years later in 2011 after connecting thousands of candidates with jobs in the Central PA area. She has been described by those who worked with her as dynamic, caring, and thoughtful and helped elevate Abel's position in the staffing industry with her hard work and dedication. Barbara Isaacman joined the Abel team in 1979 and was featured on the Montell Williams show in 1998 after helping a woman who had recently left a domestic abuse situation find a rewarding position in Harrisburg. Barbara was a guest at Abel's holiday party every year, sharing her great stories about the many placements she had made over the years until her passing in 2018. To hear Babrara’s daughter-in-law speak about her, click here: www.abelpersonnel.com/abel-story-cindy-isaacman/

Women Continue to Help Propel the Company into the Future

Fast forward to the 1990s. Debby Abel (daughter of Frank and Dottie), joined the firm as Marketing Director. By 2000, Debby’s increasing stock ownership and assumption of day-to-day management of the company allowed application for the Women’s Business Enterprise (WBE) designation. www.wbenc.org. WBENC was founded in 1997 to develop a nationwide standard for women-owned business certification. Since then, the organization has grown to become the largest third-party certifier of businesses owned, controlled, and operated by women in the United States and a leading advocate for women-owned businesses in corporate and government supply chains. This proved very helpful to Abel’s clients who were seeking or holding government contracts.

The WBE designation goes beyond that benefit. Nearly the entire next generation management team of Abel Personnel are women, including the company's current leadership, President and CEO, Debby Abel Jasie Garlin, Director of Operations, Marion Adams, Director of Recruitment and Client Engagement, and Business Manager, Irene Partenheimer. Jasie, Marion, and Irene have each been with the company for more than 10 years and have been incredibly impactful in their respective roles. They are supported by a cadre of other women who are strong, intelligent, capable, problem solvers, out of the box thinkers, forthright…no shrinking violets. Each was handpicked by Debby for top qualities including strength, commitment, dedication to client service, and leadership potential.

In addition to the company’s internal staff, there are many notable women who have been excellent additions to Abel’s client teams. Of the top 20 tenured employees Abel has on assignment, 19 of them are women. Wendy S. and Debra K. have been in their positions since 2006 and are true assets to the companies they are assigned to.

The recruiting team at Abel Personnel is able to make these enduring placements by viewing each candidate as a whole person, not only their skills and work history, but their overall capabilities and potential. Likewise, they look at their employer clients as partners whose needs are not just those that check particular skill boxes, but for employees who meet their stated needs and enhance their organization. This has resulted in consistent placement success, whether or not the client had any interest in Abel’s WBE certification.

Abel Personnel holds certifications in:
Pennsylvania https://www.dgs.pa.gov/
Maryland https://marylandmdbe.mdbecert.com/
Virginia https://www.sbsd.virginia.gov/

As a woman-owned business enterprise, Abel Personnel seeks to exemplify how diversity leads to excellence in the workplace. Abel is proud of this certification and to have a team of talented women who work hard every day to provide the best staffing services to clients and candidates. Abel Personnel understands the importance of diversity and inclusion in the workplace, and strives to create an environment that fosters these values.

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The resume I was about to reject was for an applicant named Kirk. He had only made it partway through college, followed by a few years of unskilled positions. Currently, he had over ten years of career progress that offered him some supervisory responsibility, and he had done well based on the performance evaluations that appended Kirk’s resume. However, between the unskilled positions and his current continuous experience, there was a nearly two-year gap. My recruiter was not surprised that I had quickly picked up on this chasm. We both knew that if Kirk had returned to school or had pursued a volunteer alternative such as missionary work over that time, the resume would have mentioned it. My recruiter discreetly said that Kirk had “gone off the rails,” but he had been stellar ever since. I knew that Abel Personnel had a policy of meeting all candidates face-to-face (or over Zoom these days) to really get to know them, and I also trusted my recruiter to be honest with me. Still, having to sell someone with an unspecified employment history gap to my management for this type of position would require my extra effort, and that may not be critical given the other attractive resumés I was now considering. Together, my recruiter and I picked what appeared to be the top three matches for interviews, setting aside Kirk’s resume.

Going into the interview process, my recruiter indicated that none of the candidates we scheduled to meet with me were perfect fits. As with most candidates in this type of process, each had shortcomings plus an unusual attribute or two that I had not listed as qualifications that might be a bonus in the position, which, of course, was why my recruiter had passed along those resumés originally. About an hour after the third interview was completed, Angie called me promptly as I had come to expect, seeking my feedback and direction on the next steps. She quickly picked up on the fact that none of the interviewees was a slam-dunk for me, but as we discussed each applicant in detail, we agreed that at least two of them would likely work out with some coaching or classes to address current shortcomings. Then there was a long pause in our conversation when it was my recruiter’s turn to speak next.

“I’m hesitant to bring up Kirk again to you, but I think you’ll find that he’s a better match than any of the three candidates you’ve just interviewed. Based on my strongest recommendation, do us both a favor and give him an hour of your time,” she proposed in that voice I’ve heard her use when we need to discuss an employee termination.

To lighten the mood, I asked jokingly whether Kirk might be her brother-in-law. My recruiter’s tone was still serious in her assurance that he was not a relative. I agreed to meet Kirk in two days, after which I had to move ahead with one of the candidates I had just interviewed.
I do not always put prospective new hires through a second interview; sometimes their credentials, references, and my gut feelings are enough for me to move forward with a hiring negotiation. In Kirk’s case, he was subjected to three interviews with me, plus one with a colleague of mine who I trust completely on matters of sizing up potential employees. Through the ten-day process, Kirk stayed positive, willing to answer any question about his resumé or hypothetical situations, while displaying a sense of humor that relaxed us both. I knew better than to ask about the gap period; I had Angie’s assurances that whatever it was would not be found in a criminal background check. When I made the offer through Angie, Kirk accepted without asking for any clarifications, caveats, or even the request for a slightly higher salary than I’ve been seeing from many applicants in this hot labor market.

Typically, I am always leery as I drive into work on a new employee’s first day. Depending on the level of the position, my odds have been as low as 50% of someone who has accepted a job offer coming on board that first day. Too often they agree to a counteroffer by the firm they were about to leave, or from someone who received their resume about the same time I did and makes the applicant a better offer after the applicant has accepted mine. I was pretty sure as I parked my car that this would not happen with Kirk, who I then found was already sitting patiently in our lobby ten minutes before our official work starting time.

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