Since the economic recession of 2007/2008, companies have continued to streamline their operations in order to keep costs low. One of the areas that’s been significantly affected by the need to operate lean is the workforce. Many organizations now maintain a relatively small core of fulltime staff and, when necessary, expand this core with external workers.
As a result, a lot of managers are now in the position where they lead a compact team of fulltime employees and bring in contingent talent for additional manpower or specialized functions. These contingent workers—independent contractors; talent provided by workforce solutions companies; or freelancers—have varying contracts, varying workplace preferences, and varying styles of work. That means that as a manager, you need to strike a balance between meeting the expectations of contingent workers and safeguarding your core team’s work environment, as well as protecting your company’s proprietary information. The following do’s and don’ts of managing contingent workers can help.
Contingent workers can be a valuable addition to your core workforce. By keeping these do’s and don’ts in mind, you can maximize external workers’ potential so they help advance your company’s competitive edge.
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