In order to make temp relationship as fruitful as possible, managers supervising temps should understand these employees’ main concerns. In one survey, six key concerns emerge. They said they were:
1. Treated by employers in a dehumanizing, impersonal and ultimately discouraging way.
2. Insecure about their employment an pessimistic about the future
3. Worried about their lack of insurance and pension benefits
4. Misled about their job assignments and in particular about whether temporary assignments were likely to become full time positions.
5. Under-employed (particularly those trying to return to the full time labor market).
6. In general angry toward the corporate world and its values; participants repeatedly expressed feelings of alienation and disenchantment.
Guidelines: When working with temporary agencies, ensure that basic policies and procedures are in place, including:
1) Invoicing: Get a sample copy of the agency’s invoice. Make sure it fits your company’s needs.
2) Time sheets: With temps, the time sheet is not just a verification of hours worked. Once the worker’s supervisor signs it, it’s usually an agreement to pay the agency’s fees.
3) Temp to perm policy: What is the policy of the client wants to hire one of the agency’s temps as permanent employees?
4) Recruitment of and benefits for temp employees. Find out how the agency plans to recruit employees and what sorts of benefits it pays.
5) Dress code: specify the appropriate attire at each of your offices or plants.
6) Equal employment opportunity statement: Get a document from the agency stating that it is not discriminating hen filling temp orders.
7) Job descriptions information: Have procedure whereby you can ensure the agency understood the job to be filled and the sort of person, in terms of skills and so forth, you ant want to fill it. The Know Your Employment Law feature on the previous page explains relevant legal business issues.
Alternatives staffing: The use of nontraditional recruitment sources.
Temporary employees are examples of alternative staffing — basically, the use of nontraditional recruitment sources. Other alternatives staffing arrangement include in house temporary employees (people employed directly by the company, but on an explicit short term basis), and contract technical employees (highly skilled workers like engineers what are supplied for long term projects under contract from an outside technical services firm).
Off shoring / Outsourcing White collar and other jobs:
Hiring workers abroad to do the jobs of those who would otherwise work in the United States may not b the first thing managers think when recruitment comes to mind. However, outsourcing is an increasingly important employment option. As explained current projections show that about three million white collar jobs in occupations ranging from call center employee to radiologist will be moving abroad in the next five or six years. To take just a few to recent examples, GE’s Transportation division announced that it was shifting 17 mid level drafting jobs from Erie, Pennsylvania to India, Surveys conducted in California suggest that almost 7% of employees there are or would consider off shoring IT jobs (as well as many others).
The issue of sending jobs abroad is contentious there are staunch advocates of both the employers and employees points of view. However, regardless of the pros and cons, there seems little doubt that most mangers will have to deal outsourcing.
The question is, what specific should the human resources manager keep in mind when formulating plans to outsource job abroad? One is the potential for instability or military tension in countries such as the Philippines and Russia. Other issues include; the likelihood of cultural misunderstanding (between your customers and the employees abroad or between your employees her and employees there) security and privacy concerns (some US customers may object to giving credit card information to strangers abroad, for instance), and the need to deal with foreign contract, liability and legal systems issues.
Instituting outsourcing programs (for instance a call center in India) also requires careful attention to various other potential obstacles. For examples the employees need special training (for instance in learning to speak with American idioms and to use pseudonyms like Jim without discomfort). Also understand that all the expected cost savings probably won’t materialize. The employee abroad may earn only 10% of what someone in the United States would earn. However, the companies supplying and managing the foreign labor will retain a portion of the saving. And, the US human resource manager’s plans should include how to deal with the anxiety of its US based employees and unions.