“We are a startup offering contractual employees, who work for XYZ company but on the payrolls of our company. How do we manage them ? What are the sets of policies which needs to be maintained for them?”
Managing talent as a vendor and deploying them in the client location is quite an high profit business model. However, the pay cycles can be quite spaced, depending on the clients. Its important to understand this at a macro level as it breathes guideline to the micro level.
To begin with you are hiring talents who are not emotionally attached to your brand. Rather, they nurture aspirations of being hired as a full time employee by the client , where you will deploy them. The assignment that you hire them for, is the sole motivator.
Once you deploy them, the client’s feedback fuels their growth. Unless the client sends a timely feedback, there is nothing in your might, that you can do to understand their performance or help them grow. Here’s a differentiators that you might consider implementing. Try and take a reverse feedback every six months. Ask your talent on how are they performing at work. Note down every incident that shares data on how they are performing and work conditions. Create a task list to what they started with and what are they delivering at the end of the six months. This will include a lot of increase work-load for you. But take my words, you will find invaluable insights to your client’s requirements. The job description that they share isn’t merely what the talent delivers. Yes, it can even lead to an increase in the billing, for your employer !
Similarly, investigate on the learning at work. Needless to mention that the training programs and certifications apart from On-The-Job are often offered only to the in-house staff or employees on the payroll. Hence, the talents that you deploy might never receive any of them! Seek to understand how are they learning? How is mentoring working for them? In case they are trained at the client’s site, note it down. It will become your selling point at the point of hiring. Try and help your employee document the training programs they attend. If you make this a part of your joining kit, it will help your new hires be better prepared before you deploy them at the same client’s site.
Track down the growth chart of your talents and identify the supportive measures. Focus not just your existing employeebase but your ex-employees as well. These days its easy to find how your ex-employees are doing, using LinkedIn. This will give you a clear view to the channels you are catering to. Create an alumni and help your ex-employee mentor the existing ones in their career. This will build your brand stronger.
The statutory guidelines to be maintained would remain as per the Shops and Establishment Act, as applicable to your state. And that direct the policies on the benefits that you offer and the statutory deductions. Time office would be maintained at the client site. At the most you may keep a record for the annual audit. There can be similar administrative areas that you may need to maintain such as back ground verification data and deployment schedules.
Bridge the sense of belonging as much as you can. This will keep them very motivated. Please be aware of the fact that they are not going to be treated as equals at the client’s site. No matter how much they might want to work on the role, the distant treatment will harbour resents. If possible, consider creating talent experience by , appreciating them , celebrating their birthdays and offering bonus during the popular holidays. This is just to level them with the employees on payroll, at the client’s site who might be receiving it.
This is your option to create an experience for the talent that you hire and the clients where you deploy .
Wishing you all the best !
As discussed on: Managing talent as a Vendor