This is the second part in our series How to Get the Most of Your Temporary Workforce. It might also be the most important to helping you achieve better results using a flexible workforce model, even if it stings a little.
There is a contract between the temporary employee and the company to which they are assigned. Some of that agreement may be written, but a lot of it isn’t captured in writing. The parts of the agreement that aren’t written and aren’t spoken are where we can run into trouble. Let’s see if any of these ideas resonate.
Do you believe that your temporary employees should have the same commitment to your assignment as your full time employees have to their job?
Do you believe that your attendance policies for your temporary employees should exactly mirror the policies that you have in place for your full time employees?
Do believe your temporary employees should treat their assignment like full time, lifetime employment?
Don’t mistake these questions as our going soft on you. We are perhaps the most demanding of staffing firms when it comes to setting expectations and holding our employees accountable. But our experience is that the contract between the temporary employee and the company there assigned to is usually out of balance. Nudging that agreement back into line produces a major improvement in the results of using a flexible workforce model.
Back Into Alignment
Because we aren’t offering temporary employees the same commitment we offer full time employees, it’s unreasonable to expect them to make a greater commitment to us than we are to them.
Your temporary workforce may not have earned time off for sick days, vacation days, or personal days, but they are still going to have ill children that need to be taken to the doctor, car problems, and all of the other problems life can sometimes throw your way. Understanding and making reasonable accommodations can help nudge your agreement back into alignment and improve your employee value proposition.
Your commitment to your temporary workforce may be to employ them for as long as you have the work available, and sometimes you can’t commit to how long that will be. Their commitment to you may be to work for you as long as they are available. Just as you might end their assignment with or without notice as your needs change, they might end their assignment or take another position. Parting on good terms leaves the door open for you to reacquire the temporary employee later, if and when you need them again.
We have countless examples of the contract between temporary employee and the company to whom they are assigned. And we have just as many examples of the contracts being more closely aligned. Our experience is that the more equitable the agreement, the better the results.