HRO Today December 2014 - 60

Contingent Labor
IC engagement systems
should track speed to
engagement, compliance
to company policy, and
regulatory requirements
and the IC's satisfaction
with the project.
metrics they would use to track a temporary worker, not
those that could best capture what's needed to properly
engage an independent worker.
The study found the most important metric about the
status of IC is work completion. In terms of budget,
76 percent of all respondents consider it important to
report, but just 53 percent felt satisfied with the accuracy
of it. This big gap of 23 percentage points indicates much
room for improvement. The lack of transparency around
competitive rates may be driving this concern, and
challenge of determining return on investments.
Duration of the assignment, rating of work completed
and total amount spent are also key for the respondents
from the largest organizations. But the disparity between
importance and satisfaction with the accuracy of the
metric is often even larger, particularly for duration
of the assignment, with a 60 percentage point gap. A
system that tracks usage, performance, and other key
performance indicators is absent, leading to a huge
disparity between importance and satisfaction with the
accuracy of the measure.
[60]
HRO TODAY MAGAZINE
| DECEMBER 2014
The implications of the disparity between the importance
and the satisfaction of metrics in determining the
success of an IC is huge. Organizations have no plans
to reduce the role of independent contractors. In fact,
the role will only expand over the next several years.
But there is all too often no satisfactory way to measure
the most important aspects of using ICs, such as rating
their work or even the amount spent on them. Only by
implementing better practices can an organization truly
gauge the ROI of any particular project involving an IC or
their contribution overall to enterprise-wide initiatives,
both locally and globally.
Heading to the Future
As the number of non-traditional employees or
independent workers increase, the value and
contribution HR makes to the enterprise will be
compromised unless HR begins to broaden their support.
Any program that HR uses to optimize the regular
workforce should be considered to serve this new
population of worker. Things like performance tracking,
compliance, security, rate analysis, and satisfaction are
literally non-existent with this part of the workforce. As
such, workforce planning, workforce optimization, and
total talent management will be flawed.
Systems that HR has grown to depend on as a
requirement for proper application of policies, laws and
analytics do not incorporate the independent workforce.
This gap has created two new concerns that should be an
issue for HR: End users will be more likely to circumvent
what policies are in place and an increasing attitude
that HR cannot deliver the talent that is needed by the
business. Both should be enough of a concern that HRIS
providers need to take note and HR executive need to be
asking for this functionality or seek specialized systems to
fill the gap.
Ultimately it always comes down to getting the right
talent, at the right time. HR and talent acquisition in
particular have to recognize this growing trend and begin
to incorporate this workforce in their total human capitol
strategy. Procurement, legal and the business leaders
all have an interest as well as a perspective on how this
faction needs to be managed. Only HR will be able to
capitalize on this trend by empowering the business to
use these workers wisely and properly.

HRO Today December 2014

Table of Contents for the Digital Edition of HRO Today December 2014

HRO Today December 2014 - 1
HRO Today December 2014 - 2
HRO Today December 2014 - 3
HRO Today December 2014 - 4
HRO Today December 2014 - 5
HRO Today December 2014 - 6
HRO Today December 2014 - 7
HRO Today December 2014 - 8
HRO Today December 2014 - 9
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HRO Today December 2014 - 11
HRO Today December 2014 - 12
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