[Congressional Record Volume 141, Number 11 (Thursday, January 19, 1995)]
[Extensions of Remarks]
[Page E137]
From the Congressional Record Online through the Government Publishing Office [www.gpo.gov]




                       HONORING FRANK N. LIGUORI

                                 ______


                         HON. GARY L. ACKERMAN

                              of new york

                    in the house of representatives

                       Thursday, January 19, 1995

  Mr. ACKERMAN. Mr. Speaker, I rise today to join with the constituents 
of my district in honoring Mr. Frank N. Liguori, chairman and chief 
executive officer of Olsten Corp., for his exceptional contributions to 
Long Island.
  Mr. Liguori was recently profiled in the Long Island magazine for his 
outstanding accomplishments. It gives me a great deal of pride to 
reprint this article below for the benefit of my colleagues who do not 
know Mr. Liguori.
  Mr. Speaker, I ask all my colleagues in the House of Representatives 
to join me in honoring Mr. Frank N. Liguori for his many years of 
leadership on Long Island.
  Reprinted from the Long Island magazine:

                    [From Long Island, January 1995]

                         Satisfying Both Sides

                          (By Christa Reilly)

       A coin has two distinct sides, but it is valuable only as a 
     complete unit. Frank Liguori, chairman and CEO, Olsten 
     Corporation, North America's leading human resource services 
     company and one of Long Island's top corporations, views the 
     relationships between personnel and clients in a similar way. 
     ``A good deal is good only if both parties are satisfied. We 
     run our business with this kind of approach,'' he says.
       When Olsten places an assignment (temporary) employee with 
     one of its clients, it seeks to fulfill the needs of both 
     parties involved, with the intent of ``custom matching'' the 
     employee's skills to the right assignment. ``In essence, we 
     have two customers--not only the client, but the employee 
     assigned to the client,'' Liguori explains, ``and we must 
     maintain a good balance. The industry has matured so that 
     staffing agencies, such as Olsten, are viewed by business as 
     a partner in managing their biggest cost--labor. And Olsten 
     has customized its services to address this need.''
       Olsten's Partnership Program weaves temporary staff into 
     the fabric of a client's daily operations by managing entire 
     departments or functions. Liguori explains, ``We place 
     supervisory personnel on the client's site and, in effect, 
     become part of the clients human resources department. We are 
     already doing this for 150 major corporations.'' Liguori also 
     applies a similar principle to the home health care side of 
     Olsten's operations, Olsten Kimberly QualityCare. ``Our home 
     health care staff blends in with the family as much as 
     possible. They become an integral part of the patient's and 
     family's daily life,'' he says.
       Olsten's home health care business has mushroomed, thanks 
     to a 1993 merger with Lifetime Corporation, doubling the size 
     of the company, and Liguori's decision in the early '80s to 
     have the health care side run autonomously by managers with 
     health care expertise. ``The home health care business is 
     driven by demographics--an aging population and the related 
     cost of services. The need for cost-effective care plus 
     advances in medical technology that allow more patients to 
     convalesce at home make a compelling combination.''
       When Liguori joined Olsten as a controller in 1971, the 
     company had already begun testing the market for home health 
     care, but it wasn't until the late 1970s, when Liguori had 
     become chief financial officer, that the company established 
     a full-fledged home health care business. Olsten built the 
     business into a $100-million-a-year enterprise before 
     acquiring Upjohn's home health care business in December 1990 
     and Lifetime Corporation's Kimberly QualityCare in 1993. As 
     chief executive officer, Liguori steered Olsten through the 
     Lifetime acquisition that included not only the health care 
     business, but a major staffing services company in the United 
     Kingdom. Olsten plans to explore additional staffing services 
     opportunities in Europe this year.
       If Liguori had a chance to negotiate a few deals regarding 
     Long Island, he would like to see consolidation of 
     overlapping bureaucracies and the reduction of costs. ``The 
     quality of life is wonderful * * * but the high tax structure 
     and overall cost of living make it very difficult for this 
     region to recruit businesses, and for young people to grow up 
     and stay on the Island,'' Fortunately, being a board member 
     of the Long Island Association gives Liguori the means to 
     provide input toward those ends.
       Liguori is also on the board of trustees of the New York 
     Institute of Technology, a board member of the Home Health 
     Services and Staffing Association, a member of the American 
     Institute of Certified Public Accountants, and on the 
     consultant board of the Epilepsy Foundation of Long Island.

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