Do you know who is in your facility? On-boarding and off-boarding full-time and contingent workers

It is Monday morning and the facilities team is looking atdoing some consolidation. This team sitsin New York and is looking at what they believe to be correct capacity numbersfor each of their campuses. The realityis, those numbers only account for a small % of the actual workers, working intheir facility. They are missing thecontingent worker, the independent contractor and the worker who is supportinga large scale statement of work.Working in the Managed Services space, where traditionalrecruiting groups play a small role, has opened my eyes to a host of opportunities and challenges, thateither go unaddressed or become an issue when a crisis or an event occurs. At a very high level, we have workers thatsit in our facilities, doing work on a day to day basis receiving a paycheckfrom someone. These workers expect tobe safe, have access to tools, systems and buildings and work collaborativelywith others. The point of which theseworkers gain access to these resources may vary and the turning on or off of these items can become challenged.Let’s take this a bit further..On-boarding <o:p> </o:p>There are five types of workers that may come through yourdoor:- Full-timeworker: Point of entry is therecruiting department- Intern /Part-time worker: Point of entry is the recruiting department- 1099worker: Point of entry isprocurement, recruiting or line of business- Contingentworker: Point of entry is procurement, recruiting or line of business- Workerunder a statement of work: Point of entry is procurement and line ofbusinessPolicies andProcedures<o:p></o:p>HR and Corporate Security typically establishes a set ofemployment policies that incorporate topics such as background checks, drugtests, E-verify, I9 verification, credit checks, relocation, visa processing,employee handbook, physical security access and provisioning, etc. All of these practices are designed to protectthe organization and its people. Risk<o:p></o:p>Here is where it gets interesting. If full-time, contingentlabor and workers under a SOW are not managed inside an organization, than the policiesthat were designed to protect an organization are now challenged. Secondly if they are not managed through acommon or complimentary set of systems and tools, how do you really know who isworking in your facility?Example: <o:p></o:p>An organization is deploying a very large scale ERPimplementation. The company is using the services and resources from a large systemsintegrator. This large systemsintegrator had hundreds of resources at the customer’s location, working sideby side with permanent employees. Thesystems integrator did not require the same level of employment verificationand background checking as the corporation. The reality is the resources through the systems integrator could be onthis project for two years, well that is statistically the same as how manyyears a full-time person stays in their job. Example 2<o:p></o:p>An independent contractor was hired by a line ofbusiness. The business leader reachesout to corporate security and requests badge and systems access for thisworker. The worker is granted access. Did this worker have to go through the same pre-screening process? Doesthis person have insurance just in case something happens? How will this worker off-board and haveaccess turned off when they leave? Who has visibility outside of the line ofbusiness that this worker is working on site at a physical location? <o:p> </o:p>Off-Boarding<o:p></o:p>In a recent RFP the organization stated they had thousandsof people who had access to their systems, however they did not know if theseindividuals were still employed as a contractor or another type within theorganization. This organization is notunique! This tends to be the norm,placing people and corporate assets at risk. A Look Closer<o:p></o:p>When an employee leaves an organization, there is typicallya checklist of off-boarding steps that begin to happen. The person must returnassets, credit cards, their access gets shut down, etc. The question raised is, does this checklistand practice transcend to other labor types inside the organization? Who owns it and how is it managed? Does one group have visibility into theseprocesses and practices? <o:p> </o:p>Summary<o:p></o:p>My goal is not to create fear, but rather bring light to therisks of not looking at total workforce management. On-boarding and Off-boarding of talent is notonly important to the protection of the organization, but it is a criticalcomponent of the people experience. Aconsistent experience minimizes room for error and can help facilities, HR, theC-Suite understand the people resources they have working within theirfacilities to provide the level of service their customers require. The collective visibility of these two setsof processes also allows HR to do better workforce modeling and analysis. Some things to consider as you review your on-boarding anoff-boarding processes. Is thisimportant? Who has line of sitevisibility into all of these labor categories? How are they managed? What processes and practices are in place toinsure there are controls around entering and leaving the organization? Who are the stakeholders inside yourorganization that current own, defend or manage these processes? What risksdoes your organization have as it relates to on and off boarding and are theycritical?Based upon these answers, there are best practices that canbe developed to build consistent processes and practices. To learn more, go to http://www.brightfieldstrategies.com/to download a whitepaper on the evolving workforce. <o:p> </o:p><o:p> </o:p>

Tags

News

Do you know who is in your facility? On-boarding and off-boarding full-time and contingent workers

	Good Guy = Bad Manager :: Bad Guy = Good Manager. Is it a Myth?

	Base Pay Increases Remain Steady in 2007, Mercer Survey Finds

	Online Overload: The Perfect Candidates Are Out There - If You Can Find Them

	Cartus Global Survey Shows Trend to Shorter-Term International Relocation Assignments

	Rewards, Vacation and Perks Are Passé; Canadians Care Most About Cash