Esme Friesen of the Galt Global Review published a set of
great best practices to assist the supervisor or manager thinking of hiring a
contingent worker.
According to Friesen, the squeeze on workforce budgets continues the same as it has for well over a decade. Whereas everybody wants to expand their scope while increasing their bottom line, adapting to variable market trends is still the order of the day. In some organizations this means the hiring of new staff and for others this means a decrease in their labor pool. Both ways, managers have had to find flexible staffing solutions and as a result, the demand for a skilled, reliable contingent workforce has risen significantly.
Fishing for resources in a new "fishing hole"
carries with it a special set of challenges.
Friesen offers the following points to help
you be more effective in sourcing from the Contingent Workforce marketplace:
1. Have the staffing service coach or counsel a contingent
worker on job performance.
It is one thing to point out a procedural protocol to a new
contingent worker, but it is another to give them an evaluation. Marcie
Ellison, Vice President of The Personnel Department's temporary division
advises "the staffing service should be calling you. If there is a need
for a performance or corrective review, it is the responsibility of the service
to address it." Otherwise, contact the service to request a review and
tell them why it is necessary.
2. Let the staffing service negotiate the rate of pay.
This issue is best addressed with the staffing service. The
staffing service's account manager uses input from you to establish rates of
pay and will handle all communications regarding pay raises for the contingent
worker. Contingent workers are regular
staff of the service and as such, have their own agreements with respect to
wages. When you begin negotiating with the contingent worker, you become a de
facto employer and can run into difficulties in defining the "employer"
if there is ever a dispute.
3. Express your needs for skills and let the staffing
service do the training.
Staffing agencies often have training and upgrading programs
available to their field staff. If specific training is required for a job, the
staffing service will work with you to identify and implement the best training
program for the contingent worker.
4. Refer any requests for personal time-off or vacation to
the staffing service.
Contingent workers will request time off through their
staffing service manager who will then contact you regarding coverage prior to
approval being given. If temporary employees approach you, simply refer them
back to their staffing service manager. Your primary relationship is with the
service, and so is the employee's.
5. Discuss job opportunities with the staffing service.
In this era of talent shortages, it is best to discuss job
opportunities with the staffing service. Often the best contingent worker is
not the best permanent employee. For many individuals in the contingent
workforce, it is a lifestyle choice. They prefer the flexibility and variety
that going from job-site to job-site affords them and staffing services know
this. The service may have other
individuals available who are interested in finding permanent employment, and
who are more suitable to the position. To get the best from the "temp to
perm" potential, contact the service who can then work with you to
determine who the most suitable candidates are. It is always good to check
first with the service.
If a temporary or contract worker approaches you for a
position, it is a compliment to your managers and your organization. Still, you
are best advised to direct them to publicly available job postings to which
they can apply. If there were a position that you wanted to hire the contingent
worker for, contact the service, which will then approach the employee
directly.
6. Be discrete regarding harassment or discrimination
issues.
If a situation where a contingent worker is behaving
inappropriately arises, contact the service directly as soon as you become
aware of a situation.
7. Let the staffing service terminate a contingent worker.
While it may be your responsibility to do the hiring and
firing for your firm, the contingent worker is the responsibility of the
staffing service. Always contact the service to terminate a contingent worker.
8. Do include contingent workers in your company's employee
functions where appropriate.
Contingent workers are an important part of the modern
workforce, therefore it is important to make them feel as though they are part
of your team. Inclusion at staff parties and other employee functions is a good
idea.
There are times, however, when the company may be hosting
"staff only" events such as company retreats and seminars etc. In
these instances, it is best to contact the service to explain the contingent
worker's exclusion. For recognition
events, the service should be invited to present any awards or bonuses the
company is offering to its contingent workers. In addition, a few staffing services offer
their field staff benefits packages, training and skill development,
advancement schemes, and recognition programs. Choose one that does.
9. Be in touch with the service.
The basic rule of thumb is to always be in touch with the service. They are set up specifically to manage contingent and leased workforces. They have a firm understanding of the legal and logistical issues associated with the hiring of temporary staff.
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