There’s a growing need in all industries for specialized talent coming in skilled and ready to work. Contractors and freelancers are viewed by business leaders in a valuable context comparable to their full-time staff and need management and treatment accordingly.
Many directors believe there’s less of a need to “tend” to the outsourced workers as they’re compelled to do with the in-house employees. That’s true to a degree in that there’s less of the hierarchy and unique expectations.
Still, there’s a requirement to instill an active and considerate contractors management platform to achieve the greatest output from these workers, assure the “give-and-take” relationship thrives, and hope it can be revisited many times in the future.
What Tips Will Ensure A Viable Contractors Management Platform
With the current landscape in most industries, leaders are striving to find specialized workers ready to get to work with the necessary skills straight away, even if that means reaching outside the confines of in-house staff for contractors or freelance employees.
While some directors believe there’s minimal need to “supervise” these teams, it’s not necessarily that you don’t need to manage them. It’s more that you need to have management practices specific to the contractors’ sector since it is an outsourced group and not one of your standard in-house employees.
How can you build a viable relationship with a contractor or freelancer to ensure optimum output and success for your client base? Learn tips for implementing a contractor management system at https://www.safetyandhealthmagazine.com/events/114-11-tips-for-implementing-a-contractor-management-system/. Let’s look at tips leaders can incorporate to ensure the ideal experience for everyone.
● Determine the worker’s needs upfront
It’s apparent that you need the individual for their specialized talent, but why is this person interested in contracting with your specific organization and in this particular position? With outsourced personnel, you don’t always get the opportunity to have an in-depth “interview” process necessarily.
But it would be a good idea to put this particular question to the individual in an immediate context. While everyone works for overall livelihood, the reasons for being in a specific field and choosing a particular job will carry over into work performance and productivity.
That makes it wise to find out what the motivation is because your clients will either benefit or suffer the consequences.
● Expectations will then need to be exposed
In that same vein, you will need to expose your expectations in exchange for allowing the individual a platform to utilize their talent. These details should be put in writing, like an agreement or a contract, so there are no misunderstandings of what those expectations will be.
Regardless of the industry, workers must be held accountable to the same policies, procedures, rules, and regulations as standard in-house employees. Many contractors will be working on the job site as opposed to being remote workers, especially in varied trade positions.
That requires adherence to health and safety guidelines and will need to be monitored by the administration in the same way as the rest of the organization’s staff. Go here for guidance on reducing risks in contractors’ management.
● Establish a connection with the contractor or freelancer
For those contractors or freelancers who work in a remote situation, it’s vital to ensure there is no disconnect or disassociation with the company. These might be outsourced contractual workers not coming onto the site each day, but the individual will still be responsible for work that goes to the essential clients.
In that same vein, the contractors that come on the job site should be made to feel like they’re just as much a part of the team as regular full-time employees, regardless if their stint is exceptionally temporary or if they’ll be with you for an extended time.
The skills they bring to the job are incredibly valuable and need to be appreciated by everyone with no tolerance for lack of inclusivity.
● Provide feedback
For contractors and freelancers, the review process is not something you will be responsible for. A freelancer is generally a self-employed individual, and a contractor will have an overseeing organization that sends their contractors to job locations to do their assignments.
The primary organization will anticipate feedback from you and then handle the contractor’s evaluation process.
That doesn’t mean that you can’t offer feedback to a freelancer or contractor while they’re on the job. For one thing, it gives them an incentive to be productive, helps to motivate and encourage their progress, and generally makes them feel good. Plus, it’s nice to get critiques in order to grow, learn, and become more successful.
Some leaders might believe that managing contractors doesn’t need to be as intensive as is necessary for regular staff. Still, a practical, constructive, and considerate contractors management platform must be in place.
These individuals will be as responsible for work that goes out to your clientele as your standard employees. You want to ensure optimum output, a thriving give-and-take relationship, and that you have access to the most qualified, quality talent as often as you request them.