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Industrial travel jobs.

Welcome to Metro Services’ 3PL (Third Party Logistics), better known as “travel jobs.” Here, you will learn what travel jobs are, where they take you, and how to apply. Check out the sections below, and join the Metro team today!  

What are travel jobs? 

On travel assignments, workers put their skills to the test in a new city, in a new place, and with new people. We offer light industrial, quality sort, and hospitality travel positions for those looking to move around.

Our travel jobs are also regularly making a positive impact on lives. Through this unique form of employment, Metro Services has created a specialized niche for our job seekers to maximize both their work and social experiences.

What ypes of jobs do we offer?

The travel jobs we offer will vary in type. But majority of our travel jobs are assembly, general labor, and manufacturing work. 

Where are our travel Jobs located?  

To put it simply—all around. We cannot specify where all our jobs are located because we do business nationally with clients whose jobs are scattered all over the U.S. Because our travel jobs are constantly changing based on our partners’ needs, our customer service representatives fill the currently available job spots on a weekly basis.

“I want to thank you because I don’t think you understand how big of an impact Metro Services has made in just the last year. In my area, alone, I have seen people go from having nothing to buying cars, having cash, and moving out of the ghetto into beautiful homes and apartments. I have seen numerous drug dealers leave the streets to change their life around and earn money the legal way. And it is ALL BECAUSE OF METRO! Thank you for blessing me and my friends with the opportunity to represent this company. I am forever indebted. You have saved my life and turned my life around all in a matter of months. METRO FOR THE WIN!”

How to join the team

Acquiring a traveling job on the Metro Services team is straightforward. All you do is apply through our general application. You can do this by clicking here . Then, give us a call at 1-855-715-JOBS. Once we have your application, we will conduct an interview and discuss the available jobs and states to match you with the best possible opportunity.  

If you value travel, making great pay, meeting new people, and creating new memories, this may be the perfect fit for you.

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Matching Talent with Amazing Career Opportunities

Career Recruiting Firm in the Dallas-Fort Worth Metroplex

When you need help finding your path to exceptional talent and career opportunities, turn to Metro Staffing Solutions. With a deep understanding of the Dallas-Fort Worth Metroplex job market, our team has an unparalleled advantage in matching suitable candidates with the right employers. Our dedicated team takes the time to understand your specific needs, whether you are a job seeker or an employer.

 Contact Metro Staffing Solutions today at (817) 204-0850 to schedule a virtual appointment.

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Are you searching for your next career move? At Metro Staffing Solutions, we take a personalized approach to help you find the right job that matches your skills, aspirations, and values. Our career experts are here to guide you through every step of the job search process, from resume optimization to interview preparation.

In today’s competitive business environment, having the right team is critical to success. Metro Staffing Solutions specializes in helping employers identify, attract, and retain top talent. Our recruitment solutions are designed to save you time and resources while delivering outstanding results.

Why Choose Metro Staffing Solutions?

Personalized service.

We don’t believe in one-size-fits-all solutions. Our dedicated team takes the time to understand your specific needs, whether you are a job seeker or an employer.

Exceptional Talent Database

Our extensive network and robust candidate database provide access to a diverse pool of highly qualified professionals across various industries. From entry-level positions to executive roles, we have you covered.

Proven Results

Our success stories speak for themselves. We’ve placed countless candidates in fulfilling careers, and our employer partners have experienced the benefits of hiring top-notch talent through us.

What Others Say About Us

Sherica is always available to help and put you in the right place to work! Very helpful and knows her stuff! 

– Kanisha J.

I love the service and attention that your company provides to us. You have always been able to adjust with us on the fly and meet our needs in this ever-changing job market. Your operation is a great example of a partnership that we like to have with our vendors. 

Just all around a wonderful experience! I would like to say that Metro staffing is one of the best staffing agencies that I have experienced. True story! 

Whether you are a job seeker ready to take the next step in your career or an employer seeking exceptional talent to drive your business forward, Metro Staffing Solutions is here to make the journey easier. Call (817) 204-0850 .

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Three innovations to solve hotel staffing shortages

During the COVID-19 closures, hotel staff around the world were faced with the precarious prospect of staying home. For instance, in the United States, 70 percent of hotel staff were furloughed or laid off. 1 “AHLA data shows 70 percent of hotel employees laid off or furloughed,” TSNN, May 4, 2020. Many hospitality workers reevaluated their career paths and work-life balance as they braved the pandemic—since then, these labor pools have shed their concierge badges and room service trolleys for jobs that offer more flexibility or higher pay, such as retail, e-commerce, or warehousing.

Hotels are now battling to restore their staff complement to pre-pandemic levels. A recent survey of 200 hotels conducted by the American Hotel & Lodging Association (AHLA) revealed that 87 percent of hotels in the United States do not have enough staff, and 36 percent of the respondents cited severe staff shortages. For 43 percent of hotels, housekeeping roles were singled out as being the most seriously understaffed. AHLA points out that similar staff shortages extend to hotels across the United States as employment in the hotel industry decreased by almost 400,000 jobs between February 2020 and August 2022, with more than 115,000 job openings yet unfilled. 2 “87% of surveyed hotels report staffing shortages,” American Hotel & Lodging Association, October 3, 2022.

Nevertheless, travelers are returning in full force , leaving hotels with no choice but to operate at pre-pandemic occupancy with fewer staff members. The staff shortage may provide an opportunity for hotels to reframe the problem, and think creatively about roles and staffing.

This article highlights the value of adopting a flexible and agile staffing model that aligns with dynamic demand. This approach is marked by three innovations that could improve operational effectiveness and employee job satisfaction, without compromising service quality.

While the article presents success stories and positive outcomes as a result of implementing these innovations, it comes with a caveat that staffing remains a complex issue and the human element should not be glossed over. In a time of staff shortages, employee satisfaction (and therefore retention) is more important than ever.

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Innovation 1: using standardized, activity-based metrics to forecast frontline coverage needs.

Many hotels and resorts base their staffing on average weekly occupancy. This does not, however, reflect real need, as occupancy often fluctuates from day to day and week to week. And averages, by nature, flatten out peaks and troughs.

Take the example of a golf resort: When comparing average occupancy to actual occupancy, it is clear that weekly average numbers do not adequately reflect peak days or account for fluctuations day to day or week to week (Exhibit 1).

One solution could be to expand overall occupancy metrics to include specific measurements, like number of check-ins and check-outs, or number of tables seated at the hotel restaurant. Leveraging these metrics to match staffing to daily need (or even hourly need) enables hotels to define a standard set of productivity metrics for each type of role, which can be applied consistently as demand fluctuates.

A hotel could, for example, optimize staffing by assigning one room attendant for every 15 check-outs. Cleaning and laundry could also be scheduled to serve only the forecast number of check-outs per day. Where management ownership is shared across properties, further coverage can be achieved by standardizing activity-based metrics across all properties.

One hotel shifted from using weekly averages to staffing according to peaks in occupancy. By scheduling an additional front-desk employee for hours with high check-out volumes, this innovation reduced the total labor hours needed by about 10 percent. This also created better work-life balance for front-desk staff. One front-desk employee had previously left the industry to meet her childcare needs. She later returned to her position at the hotel because she could now work the new part-time shift during peak check-out periods. This freed up time for her to complete her work day, and still be home by the time her children returned from school.

Innovation 2: Redesigning roles to combine jobs

Traditional hotel staffing involves distinct roles with clear divisions between managers and frontline employees. And each discipline—such as housekeeping, front-desk, and maintenance—has separate promotion paths.

To build resilience in times of staff shortages, hotels could redesign roles so that fewer people are needed to perform the same number of tasks. This could involve combining similar roles, or cross-training staff so that they can switch roles.

For instance, when combining roles, housekeeping management could be combined with front-desk management to form a single set of duties. Hotels could also introduce a player-coach model where one role involves supervising and performing work, such as a housekeeping supervisor who manages a team and cleans rooms.

Staff can also cover multiple roles as needed. Night-shift roles could be transformed by combining low-touch housekeeping duties with front-desk coverage during quieter times.

Redesigned roles could potentially improve employee satisfaction by empowering staff to explore new career paths within the hotel’s operations. Combined roles build skills across disciplines—for example, supporting a housekeeper to train and become proficient in some maintenance areas, or a front-desk associate to build managerial skills.

How to ‘ACE’ hospitality recruitment

Innovation 3: creating job networks across properties.

Where management or ownership is shared across properties, roles may be staffed to cover a network of sites, rather than individual hotels—especially where a hotel group may already have centralized administration for functions such as legal, accounting, and human resources.

This approach could be effective for various roles including office support, frontline staff, specialized positions, and management. In specialized roles such as maintenance, security, or events planning, a single person covering multiple properties can create value as needed. Activities staff, for instance for kids’ clubs, could also be shared. Frontline roles could be networked across properties, without sacrificing customer service. For example, a concierge or front-desk employee could alternate shifts between two nearby locations, or two different types of properties with different needs. A resort may need check-out staff later in the day whereas a hotel that caters to business travelers would need more staff in the mornings. Managers could be pooled to lead two smaller teams at two properties, instead of being focused on one.

Combining innovations to elevate operations

Though each intervention could alleviate some of the post-pandemic staff shortage issues, a combination of all three innovations could bring about a considerable reduction in weekly staff hours for a hotel property.

To illustrate, at one resort, weekly hours could be reduced by up to 18 percent by applying these three staffing innovations, specifically to front-desk and housekeeping roles. In this instance, using hourly demand to plan for staff coverage could have the greatest impact (Exhibit 2).

In many cases, employee engagement and retention have increased at hotels where all three measures have been adopted. For example, a property group under shared ownership adopted all three measures during the past two years which led to new ways for employees to grow and develop. A housekeeper who never imagined himself in a managerial role is now a shift supervisor, and employees who learned English while in back-of-house roles have embarked on training to pick up new front-of-house shifts.

These successes bode well for understaffed hotels, as McKinsey’s 2020 Employee Experience survey shows that employees who report having a positive experience at work are 16 times more engaged, and are eight times more likely to remain with their employer, than employees who report a negative experience.

Accordingly, hotel owners could make efforts to engage employees when it comes to staffing innovation by exploring, testing, and experimenting to find what works best for their employees as well as for their business needs and operating environment.

While these three innovations, alone or in combination, can lead to operational improvements, they may be easier to implement at some types of hotels than others. For instance, resorts may find it easier to provide employees with new career paths, cross-train staff, or combine similar roles. Hotel-chain operators may find it easier to share roles across locations. Many smaller, limited-service hotels have already implemented job sharing, so this particular innovation may not offer much value. Hotel owners may need to assess what would likely work best for them and their particular business model and context.

As hotel occupancy continues to recover post-pandemic, hotels have the opportunity to think innovatively about staffing. By adopting a more flexible staffing model based on dynamic demand, hotels can deliver pre-pandemic levels of service even if they are short staffed. Of course, the key to implementing any staffing innovation successfully is to keep an eye on employee engagement, and ensure that any change is good for people, and the business.

Ryan Mann is a partner in McKinsey’s Chicago office, Esteban Ramirez is a manager of client capabilities in the Dallas office, and Matthew Straus is an associate partner in the Carolinas office.

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The reason Man Utd ended Thomas Tuchel talks as Dan Ashworth lines up ‘yes manager’

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Manchester United broke off talks with Thomas Tuchel due to concerns the German would pose problems for the new football structure in place at Old Trafford.

Tuchel, a free agent after parting ways with Bayern Munich at the end of the season, has been one of the candidates considered to replace Erik ten Hag should United decide to part with the Dutchman.

His position in Manchester has been under review since the end of United’s season last month with a final decision expected to come this week.

Meetings between Tuchel and United officials have taken place in recent weeks, including one between him and Sir Jim Ratcliffe in Monaco last Tuesday.

The former Chelsea boss however is no longer being considered for the job. ESPN report the reason for the breakdown stems from concerns Tuchel would not be the ‘right fit’ for United’s new structure, which has been overhauled since Ratcliffe and INEOS completed their minority takeover in February.

Jason Wilcox has already joined the club as technical director with Dan Ashworth set to become sporting director.

The report claims Ashworth wants a ‘yes manager’ in place should ten Hag leave, rather than a head coach who will challenge United’s recruitment department over major squad decisions.

Talks between Tuchel and United were said to have ended ‘mutually’.

Tuchel had been considered one of the leading contenders to replace ten Hag, along with former United coach Kieran McKenna.

The 38-year-old, who was also considered for the Chelsea job, has since signed a new long-term contract with Ipswich Town after guiding the club back to the Premier League.

United have also held talks with the representatives of Thomas Frank and Roberto De Zerbi, along with Mauricio Pochettino who left Chelsea last month.

Pochettino was strongly considered for the United job prior to ten Hag’s arrival in 2022 with the Argentine eager to get straight back into management this summer.

Asked about his future after managing the World XI in the Soccer Aid charity match against England, Pochettino told talkSPORT: ‘I have full energy and I think we [Chelsea] finished really well.

‘Now we just wait and see what happens. In football you never know, things can happen – today, nothing but tomorrow can appear and any opportunity, we are open to listen.’

MORE : Julian Alvarez responds to claims he wants to leave Manchester City amid shock Chelsea links

MORE : Harry Kane can add another Golden Boot to his collection by being the top goalscorer at Euro 2024

MORE : England take Manchester United goalkeeper Tom Heaton to Euro 2024 to help in training

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Transport in Zvenigorod

Zvenigorod is located in 50km from Moscow and has very good transport connection with Moscow. 

   Zvenigorod Railway Station

Zvenigorod Railway Station is located far from the city centre. To get to the centre from the railway station, take bus No. 23 or No. 51. Or take a taxi - it cannot cost more that RUB250. 

  Zvenigorod Bus Station

There is no bus station in Zvenigorod and buses from Moscow terminate in the city centre at what is known as the Mayakovsky Quarter bus stop, stopping at Ulitsa Proletarskaya on the way there.

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Gagarin Cup Preview: Atlant vs. Salavat Yulaev

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Share All sharing options for: Gagarin Cup Preview: Atlant vs. Salavat Yulaev

Gagarin cup (khl) finals:  atlant moscow oblast vs. salavat yulaev ufa.

Much like the Elitserien Finals, we have a bit of an offense vs. defense match-up in this league Final.  While Ufa let their star top line of Alexander Radulov, Patrick Thoresen and Igor Grigorenko loose on the KHL's Western Conference, Mytischi played a more conservative style, relying on veterans such as former NHLers Jan Bulis, Oleg Petrov, and Jaroslav Obsut.  Just reaching the Finals is a testament to Atlant's disciplined style of play, as they had to knock off much more high profile teams from Yaroslavl and St. Petersburg to do so.  But while they did finish 8th in the league in points, they haven't seen the likes of Ufa, who finished 2nd. 

This series will be a challenge for the underdog, because unlike some of the other KHL teams, Ufa's top players are generally younger and in their prime.  Only Proshkin amongst regular blueliners is over 30, with the work being shared by Kirill Koltsov (28), Andrei Kuteikin (26), Miroslav Blatak (28), Maxim Kondratiev (28) and Dmitri Kalinin (30).  Oleg Tverdovsky hasn't played a lot in the playoffs to date.  Up front, while led by a fairly young top line (24-27), Ufa does have a lot of veterans in support roles:  Vyacheslav Kozlov , Viktor Kozlov , Vladimir Antipov, Sergei Zinovyev and Petr Schastlivy are all over 30.  In fact, the names of all their forwards are familiar to international and NHL fans:  Robert Nilsson , Alexander Svitov, Oleg Saprykin and Jakub Klepis round out the group, all former NHL players.

For Atlant, their veteran roster, with only one of their top six D under the age of 30 (and no top forwards under 30, either), this might be their one shot at a championship.  The team has never won either a Russian Superleague title or the Gagarin Cup, and for players like former NHLer Oleg Petrov, this is probably the last shot at the KHL's top prize.  The team got three extra days rest by winning their Conference Final in six games, and they probably needed to use it.  Atlant does have younger regulars on their roster, but they generally only play a few shifts per game, if that. 

The low event style of game for Atlant probably suits them well, but I don't know how they can manage to keep up against Ufa's speed, skill, and depth.  There is no advantage to be seen in goal, with Erik Ersberg and Konstantin Barulin posting almost identical numbers, and even in terms of recent playoff experience Ufa has them beat.  Luckily for Atlant, Ufa isn't that far away from the Moscow region, so travel shouldn't play a major role. 

I'm predicting that Ufa, winners of the last Superleague title back in 2008, will become the second team to win the Gagarin Cup, and will prevail in five games.  They have a seriously well built team that would honestly compete in the NHL.  They represent the potential of the league, while Atlant represents closer to the reality, as a team full of players who played themselves out of the NHL. 

• Atlant @ Ufa, Friday Apr 8 (3:00 PM CET/10:00 PM EST)
• Atlant @ Ufa, Sunday Apr 10 (1:00 PM CET/8:00 AM EST)
• Ufa @ Atlant, Tuesday Apr 12 (5:30 PM CET/12:30 PM EST)
• Ufa @ Atlant, Thursday Apr 14 (5:30 PM CET/12:30 PM EST)

Games 5-7 are as yet unscheduled, but every second day is the KHL standard, so expect Game 5 to be on Saturday, like an early start. 

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THE HISTORY OF THE COMPANY CREATION

1993 how the construction company remstroy was created   the year 1993 was a period when a lot of construction companies, which had been working successfully during the soviet times and had rich staff capacity, were forced to cease their activity for various reasons. a lot of capable specialists either had to look for another job or change their field. but there were also those who were willing to realise their potential in the field of construction in accordance with the received degree and the experience they had accumulated. thus, in 1993 in elektrostal (moscow oblast) a group of specialists and people sharing each other’s ideas, who had enormous educational background and the highest degree in architecture, organized and registered ooo firm erg which began its rapid development and successful work, offering its service both on the construction market and other areas. 2000 industrial construction is the main area   seven years of successful work have shown that combining different types of activities in the same company is not always convenient. and in the year 2000 the founders of ooo firm erg decided to create and register a monoprofile construction company ooo remstroy construction company. industrial construction was chosen as the priority area. it was in this area that the directors of ooo sk remstroy began their working life and grew as specialists. in order to achieve the set goal, they selected a mobile team of professionals in the field of industrial construction, which allows us to cope with the tasks assigned to ooo sk remstroy throughout russia and the near abroad. 2010 manufacturing of metal structures   we possess modern equipment that allows us to carry out the entire cycle of works on the manufacture of metal structures of any complexity without assistance. designing – production – installation of metal structures. a staff of professionals and well-coordinated interaction of the departments let us carry out the work as soon as possible and in accordance with all customer’s requirements.” extract from the list of members of self-regulatory organizations, construction.

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