Capstone – Project

Growing GoodTemps , strategies for business development, market analysis and industry research .

A Collaboration Between

Engagement Synopsis

GoodTemps Current State Overview

GoodTemps is a profitable line of business for Goodwill Industries NYNJ with approximately 300 temps placed at NYC agencies. It is actively fulfilling its mission to place people with disabilities and other barriers to employment into jobs. GoodTemps is the sole preferred source vendor for government entities in New York State for temporary staffing. GoodTemps is also the preferred source vendor for temps in New Jersey; however, lack of preferred source enforcement has led to widespread non-compliance and the complete collapse of this line of business. Private sector placements are negligible. At present, the total number of temps across all geographies is down by approximately half from peak staffing as a result of public health closures and municipal budget reductions tied to COVID-19.

Company Information

CompanyGoodwill Industries NYNJ
StageMedium Business
Hiring PotentialEntry Level Full-Time

Company Overview

Our Mission: Goodwill Industries empowers individuals with disabilities and other barriers to employment to gain independence through the power of work. The first Goodwill in the New York Metropolitan area originated in Brooklyn in 1915. We were started by two clergymen, one from the Brooklyn City Mission and Tract Society and the other from Plymouth Church of the Pilgrims, who were inspired by the work in Boston of national Goodwill founder the Rev. Dr. Edgar J. Helms. Goodwill Industries of Brooklyn became independent quickly; it incorporated as a nonprofit organization in 1920 to buy the building that contained its store and workrooms. In 1922, a Manhattan Goodwill was started through the New York Protestant Missionary Society. The Brooklyn and Manhattan Goodwills merged in 1962 to form Goodwill Industries of Greater New York. The move to our current Astoria headquarters took place in 1970. Goodwill Industries of New Jersey was founded in Jersey City in 1919 by St. Paul's Community House. New Jersey Goodwill later moved its program center to its current Harrison location. The Greater New York and Northern New Jersey Goodwills merged in 1999. Over 100 years later, we’re helping more than thousands of people a year — through our stores and programs - to more fully and independently participate in society.

Company Supervising Team

Company Admin

Alicia McGrath

[email protected]

Course Info & Engagement Details

SchoolWashington University of Virginia
Engagement FormatLive Case - Class Collaboration or Case Competition - This learning format allows educators to deliver experiential learning to students at scale. Students are often split into groups to work on a live case (or a series of cases) from a real host company that directly relates to key learning objectives.
CourseWashington University of Virginia – Business 700 CapStone Project
  • All Graduate
Students Enrolled30
Meeting Day & TimeTuesday 3:30-6
Student Time Commitment1-3 Hours Per Week
Company Time Commitment2 Hours
Duration (01/26/2021 - 04/27/2021)

Project Topics

Growth Strategy

School Supervisors



[email protected]



[email protected]


There are currently no students assigned.

Collaboration Timeline

  • November 2, 2020

    School faculty will begin interviewing interested companies and discuss project ideas.

  • November 30, 2020

    Final date for companies to express interest in participating.

  • January 8, 2021

    School faculty and project champion finalize project charter, legal documents, and background materials.

  • January 26, 2021

    OFFICIAL PROJECT LAUNCH: We’ll find a time on this day to web conference you into our class to kickoff the project.

  • February 2, 2021

    Individual Team Meetings (proposed)

  • February 9, 2021

    Project Champion/Team Check-Ins (proposed)

  • February 16, 2021

    Mentor/Team Check-Ins (proposed)

  • February 23, 2021

    Project Champion/Team Check-Ins (proposed)

  • March 2, 2021


  • March 9, 2021

    WUV Mid-Term Exam Week (March 8-12, 2021)

  • March 9, 2021

    Individual Team Meetings (proposed)

  • March 16, 2021

    No Class – WUV Spring Break Week (March 15-19, 2021)

  • March 23, 2021

    Project Champion/Team Check-Ins (proposed)

  • March 30, 2021

    Individual Team Meetings (proposed)

  • April 6, 2021

    Project Champion/Team Check-Ins (proposed)

  • April 13, 2021

    Mentor/Team Check-Ins (proposed)

  • April 20, 2021

    Project Champion/Team Check-Ins (proposed) or FINAL PRESENTATION(?)

  • April 27, 2021


    OFFICIAL PROJECT END: We’ll find a time on this day to web conference you into our class to close the project.

Key Milestones & Project Process

  • November 30, 2020 - Conduct Market Landscape Survey to charter GoodTemps’ broader strategy and provide insight into pockets of opportunity outside of the NYC government and within New York State and New Jersey.

    Guiding Questions: (Market Survey Team)

    • What services does GoodTemps offer their clients? What makes GoodTemps an attractive option for companies seeking to fill temporary positions? What sets GoodTemps apart from other temporary staffing agencies? (GoodTemps)
    • What are the variety of positions and tasks GoodTemps candidates are qualified to perform? What are the top positions that candidates fill for client companies? (GoodTemps)
    • What current and prospective staffing needs of NGO and private companies could GoodTemps candidates fill? What opportunities and needs are there in the Capital and Upstate regions of New York State? New Jersey? (WUV)
    • What industries and organizations would you recommend GoodTemps target to expand their market share? What types of job positions and tasks? (WUV)


    GoodTemps Asks – Top 10 job titles placed by GoodTemps

    Suggested Deliverable:

     Market landscape survey analysis report that provides insights into pockets of opportunity within non-government organizations and the private sector

  • November 30, 2020 - Conduct Business Sector Analysis and research GoodTemps budget and financial model to propose a new budget.

    Guiding questions: (Finance Team)

    • What does GoodTemps’ pricing and financial model look like? (GoodTemps)
    • Who are GoodTemps’ competitors? What do these temporary staffing agencies charge for their services? How do their pricing models compare to those of GoodTemps? (WUV)
    • What does a deep dive into GoodTemps’ cost structure reveal about: 
      • How direct and indirect costs are generated and allocated? (GoodTemps)
      • Opportunities to reduce or streamline indirect costs? (WUV)
      • Other financial strategies to improve GoodTemps competitive position in the marketplace? (WUV)


    Questions for GoodTemps – 

    1) GoodTemps budget structure, including indirect cost allocation breakdown

    2) results from previous pricing/cost comparisons

    3) introduction/connections to other temporary staffing agencies (Alicia).

    Suggested Deliverable:

    Budget analysis and suggested pricing model in the form of presentation and written report

  • November 30, 2020 - Organizational Modeling

    Guiding questions: (Organization Team)

    • What does the current GoodTemps organizational structure look like? (GoodTemps)
    • What jobs or positions are needed to complete core processes and functions? (GoodTemps)
    • What are the positions within the organization, and how are they related to one another? What key roles are attached to each position within the organization? How do they interact with other organizations? (GoodTemps)
    • Are there ways that GoodTemps could align human resources and core processes and functions more effectively given what they want to accomplish? For instance: (WUV)
      • Is the allocation of tasks, roles and responsibilities logical?
      •  Is there adequate support for key business functions?
      • Are they maximizing resources both internal and external to the organization?
      • Should the roles be redefined and/or reorganized to increase efficiency and effectiveness? 
      • What is the most effective way of organizing the business development roles that are critical to GoodTemps mission and goals?
    • What do other temporary staffing agencies organizational structures look like? How do they assign and integrate business development roles into their organizational structure? (WUV)
    • What organizational structure makes the most sense for optimization of the temporary staffing business model? (WUV)


    Questions for GoodTemps – 1) information/reports on operations, systems, processes (Shondelle); 2) current organizational chart; 3) job descriptions

    Suggested Deliverable:

    Proposal for an organizational structure model/business structure

  • November 30, 2020 - Develop Marketing Strategy

    Guiding Questions: (Marketing Strategy Team)

    • What marketing strategies are optimal for recruitment agencies like GoodTemps that provide both employer and placement services? (GoodTemps)
    • In addition to capitalizing on existing social networks, what are recommended strategies for expanding GoodTemps’ target market? (WUV)
    • In what ways can GoodTemps optimize their online presence? For instance: (WUV)
      • Given that GoodTemps’s website is the main conduit of communicating with both potential employers and people looking for work, what changes to content and structure are needed? 
      • What about search engine optimization to give easy access to the best content possible?
    • What positions should be featured or highlighted in marketing campaigns aimed at potential employers? (WUV)

    Question for GoodTemps – Examples of 5 of GoodTemp’s competitors (e.g. AmericaWorks)

    Suggested Deliverable:

    Marketing Plan Report and Presentation

Project Resources

There are no resources currently available