A PEO for a staffing agency with 100 employees

What pricing looks like at 100 employees

At 100 employees, the employer can seek serious direct-market benefits, workers compensation, ASO, and PEO proposals. Percentage pricing can become expensive for a high-payroll workforce, so convert every administrative quote to an annual amount and PEPM equivalent.

A staffing firm cannot be rated as one class because its exposure is the sum of its placements. A clerical-placement firm and a light-industrial firm carry different class mixes, and inaccurate duty descriptions can lead to audit adjustments or coverage disputes.

Your leverage

Require full cost and plan transparency, a named implementation team, service-level commitments, data-export terms, and a responsibility matrix. The decision is large enough to justify contract review and reference checks tied to the same states and industry.

When a PEO is the wrong answer at this size

A company with competitive direct insurance, concentrated operations, and capable internal HR may prefer an ASO or separate vendors. A multi-state company may still value a PEO, so compare actual scope and risk rather than assuming headcount dictates the structure.

Start by asking whether the PEO will cover internal staff, placed workers, or both. Clerical and professional placements may produce a different underwriting result from warehouse and manufacturing assignments. Compare any PEO proposal with staffing-specialty payroll and insurance rather than assuming one structure fits the whole population.

What a staffing agency should ask every PEO

• Every placement inherits the client site’s hazards, but the staffing firm owns the workers comp claim, which makes client-site safety vetting an underwriting requirement, not a courtesy.
• Payroll runs weekly with high volume and constant starts and stops, and the margin per placed hour is thin enough that small per-check costs change the business model.
• Placed workers trigger ACA tracking, sick leave accrual in dozens of jurisdictions, and unemployment claims at volumes far beyond a normal employer of the same headcount.
• A PEO serving a staffing firm creates a three-party relationship among the PEO, staffing firm, and host client. Some PEOs, carriers, and clients will not underwrite that structure.

Internal recruiters and staff want standard benefits, and offering placed workers an affordable ACA-compliant option is both a compliance tool and a differentiator when competing for candidates. Ask any PEO whether placed employees are eligible for its plans at all, at what rates, and how eligibility waiting periods interact with short assignments.

Common questions

Will a PEO take on our placed employees or just internal staff?

Some PEOs cover internal staff only, while others will underwrite placed workers based on the assignment mix. Define the covered population by worker type in the service agreement and quote, including how new client assignments are approved.

How is workers comp priced when placements span clerical and warehouse work?

Pricing should show payroll and rates by class code. Expect the PEO or carrier to require duty descriptions for each placement, client-site information for higher-hazard work, and audits against payroll by class. A single blended rate without assignment details does not provide enough information to evaluate the quote.

Different team size?