Talent Management - October 2008 - (Page 18)

recruitment & retention assessment & evaluation compensation & beneﬁts performance management learning & development succession planning Optimize Contract-Employee Performance Jim Lanzalotto On-boarding is a crucial process that can make or break an employee’s success. It’s a big enough challenge when dealing with full-time company employees, but it looms even larger when dealing with consultants. The temporary nature of these positions often motivates companies to pay less attention to the on-boarding process. But getting consultants acclimated to their new roles and the organization is as important for them as it is for direct hires. In practice, there often is far less time available for onboarding contingent workers. But what talent managers do or don’t do in this area will have a measurable effect on performance. With proper planning and efﬁcient execution, it is possible to optimize contingent workers’ success within the ﬁrst 90 days of employment. One strategy to on-board this particular group is built on three action items, all of which should be implemented in conjunction with efforts from consultant talent providers. Step 1: Develop a Game Plan This lets both the talent manager and talent provider understand how consultants will be used, who they will work with and what resources they will need. Answer questions such as: How will consultants work with the existing team? How will consultants provide subject matter expertise? What is the knowledge transfer plan to the existing team to ensure the organization gets the greatest value from the consultant? Use this information to develop the temporary employee’s job expectations and goals. For example, create a list of speciﬁc responsibilities, deliverables and deadlines. Identify any anticipated interactions with other departments or project areas, and reliance on other project milestones, to make sure everyone understands the goals and deliverables associated with the assignment. Throughout their ﬁrst days on the job, check in with consultants and ask follow-up questions such as: Is your role here clear? Do you have everything you need to meet these goals? What barriers do you see and how can we help? Step 2: Build a Team Atmosphere Creating a team environment among staff and consultants makes everyone feel valued, wanted and excited to be a part of the team. By fostering these emotions from Jim Lanzalotto is vice president of strategy and marketing for Yoh, a talent and outsourcing services provider and a unit of Day & Zimmermann. He can be reached at editor@talentmgt.com. day one, talent managers motivate employees to do their best and bring maximum value to the company. Integrate contract employees with other staff as much as possible. For example, don’t locate them in a littleused or remote corner. Situate them in close proximity to the people they’ll be working with most to foster communication, collaboration and bonding. Also, talent managers should continue to work with the consultant to elicit feedback on how the team is working together. Step 3: Avoid Co-Employment Issues Most relationships between companies and talent providers are based on the co-employment model. Co-employment occurs when more than one company has legal rights and duties to a single employee. The problem is a company cannot retain consultants long term. As a result, they must keep rehiring and retraining new contingency workers for the role, limiting productivity and effectiveness over time. Talent managers can circumvent these problems by avoiding co-employment. Partner with a talent provider that has clear policies and procedures in place to ensure compliance with employment laws. The provider should have full control over the employment relationship. This includes administering all economic aspects, such as payroll, raises, bonuses and beneﬁts. Vacation and time-off scheduling also should be made through the talent provider, after the talent manager has approved the time-off request. At the end of the day, it doesn’t matter whether the worker is full-time or a consultant. The company’s success depends on the expertise every worker brings to the job. By treating contingent workers as equal members of the team, their dedication improves, they take their work seriously, and they put in the effort required to get the job done right. At its best, optimized on-boarding solidiﬁes contingent workers’ relationships with the organization. It can feed their enthusiasm for the work and the company, and that will drive a strong, positive relationship that lasts well past the project’s deadline. 18 talent management magazine www.talentmgt.com http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of Talent Management - October 2008

Talent Management - October 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The Three Pillars of Executive On-Boarding Role-Based Assessment: Thinking Inside the Box Who's Going to Speak Up for Health Care? Obey the Push to Automate Managing the Star Performer No One Wants to Work With Adopting a Mutual-Funds Model for Talent Management Hewlett-Packard: Simple Talent Management in a Technical World Team Effort Pays in Talent at London Business School The Employee Survey: What’s in It for Me? Why Most Managers Are Stuck Advertisers’ Index Editorial Resources Full Potential

Talent Management - October 2008

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