Leveraging the contingent workforce

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According to the results from our whitepaper survey, there are some discrepancies between how employers think they are managing contractors versus how contractors feel they are being managed.

This whitepaper has been created based on research undertaken by Robert Walters to help employers better manage their contingent workforce.

 

Specifically this whitepaper explores:

  • The contractor landscape in Australia and New Zealand
  • The benefits of hiring contractors
  • Finding the best contractors
  • Effectively managing contractor processes
  • Being an effective contractor employer

To give a broad definition, contractors are individuals who agree to provide their expertise to a company to complete a specific project, often within a fixed period of time, and do not usually enjoy the same rights as permanent employees such as sick leave or superannuation contributions. However, contractors are often paid at a higher rate than permanent employees, with the ability to work flexible hours or remove themselves from a contract at short notice.

It found that more than half (55%) of contractors feel treated differently to permanent employees, despite 85% of employers believing contractors are treated in the same way.

The survey also found that at the induction stage, 60% of contractors have had difficulties logging on to IT systems, 53% had experienced incomplete or unclear induction procedures, 45% have had problems accessing information necessary to completing the project, 38% complained of poor communication with colleagues and/or managers and 32% have arrived on their first day to find no available workstation. This was despite most hiring managers stating that they take steps to induct new contractor staff.

“A simple review of recruitment, induction, retention and exit processes can increase the value employers are getting from contractors as well as improve the contractor experience,” said Managing Director Australia and New Zealand James Nicholson.

“It’s essential for contractors to have a degree of certainty in terms of their project briefing and length of contract, to provide time for handover and knowledge transfer and to ensure that contractors feel like a part of the wider organisation by being included in meetings and social events." It’s imperative to consider the impact that an early termination of contract may have, and to tread lightly with performance reviews first.

Effective management of contractors is only going to become more vital to the overall success of organisations as the contingent workforce grows, so now is a better time than ever to address the pitfalls and focus on the benefits that come with strong and successful leadership of the contingent workforce.

View the full whitepaper

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