Filed under: IT Management
A fast-growing category of workers requires special care and handling.
A fast-growing category of workers requires special care and handling.
We all have busy days where we don't have the time and resources to supervise our employees-but we're counting on them to get the job done anyway. It's an acceptable scenario in many cases, but it rarely works when it's the same day a contingent employee begins his or her assignment. They've received no orientation or guidance, laying the foundation for a less-than-ideal working relationship.
This situation highlights a significant challenge of the modern workplace: How do managers effectively integrate contingent employees, or "free agents," into their full-time staff? The question crops up regularly, and not only in the IT industry-where the hiring of free agents is now often the rule instead of the exception-but in practically every working environment.
I've seen companies master this integration. Others, however, continue to struggle. Failing to provide basic first-day orientation, for instance, is common even among the largest employers that have the best intentions of successfully managing a versatile workforce. But it's critical to get it right, because contingent workers are fast becoming a mainstay of the everyday functions of companies both large and small.
Give credit where credit is due.
The profile of modern contingent employees is drastically different from stereotypes of the past, which cast them as inferior compared with regular employees. Overcoming these traditional perceptions is a key first step toward effectively managing and engaging contingent talent.
According to the newest Kelly Services report, "The New Workforce: Insights into the Free Agent Workstyle," contingent workers are well-educated, highly skilled and aware of how much they bring to the table. They deliberately choose free-agent status not because they can't find traditional employment, but because they value the freedom and professional possibilities that come with that choice.
Managers, then, can take cues on how to successfully integrate contingent workers from how they see themselves: namely, that they consider their contributions in the workplace as valuable as that of regular workers and that they expect to be treated on an equally professional level.
At the same time, free agents are usually no less nervous about their initial and continued performance during an assignment. They want to perform at the highest level, and therefore want just as much feedback to keep performing at that level as you would presumably provide for a regular employee. It's true that some people do very well in an independent environment, but my experience has shown that these workers are usually in the minority. Know that the free agents you employ not only want coaching, but expect it.
Ultimately, every employee needs some form of professional support in the workplace. It's no different for the contingent worker. This simple rule of thumb will go a long way toward ensuring their success at your organization.
Don't lose sight of boundaries.
Taking deliberate steps to recognize the value free agents
bring to your organization is critical, but so is remembering the important
distinctions that remain. It can be a very fine line, especially during
long-term assignments when free agents start to seamlessly blend into the
working environment. In reality, contingent workers generally are not eligible
for the same benefits. They also usually work in a
co-employment capacity, meaning that their actual employer is most likely a
third party.
These distinctions should help define the goal from the
manager's perspective when it comes to hiring and managing contingent workers.
Ultimately, the successful engagement of a contingent worker must always be
focused on the work
site and the job at hand-and nothing beyond that.
It is therefore extremely important to properly classify free agents. Companies must also clarify the work process up front and make sure that benefits plans specifically state who is eligible and who is not.
While some companies have mastered these lines between regular and contingent workers, it's still a challenge for other organizations that are just starting to diversify their workforce. This is where the staffing agency that provides these workers can add value beyond the hiring process. Too often companies don't understand that they are paying the workforce solutions provider not only to provide a quality candidate, but also to ensure that the contingent worker's assignment is successful from beginning to end.
So take advantage of the provider's ability to foster clarity about the entire process-from interviewing and screening to providing the professional coaching a contingent worker might need to perform at the highest level the position requires.
With more and more highly skilled workers choosing employment on their own terms, an organization's willingness to evaluate its workforce and embrace the free-agent work style will continue to be a wise decision as the economy recovers. If you can successfully integrate free agents into your workplace and make efficient use of their talent, you'll gain the competitive edge that comes from a diverse talent base.
Thomas Lawrence is a vice president at Kelly Services, a global workforce solutions provider.