Issue link: https://www.e-digitaleditions.com/i/182340
Contingent Labor specialized professionals that deliver improved service to clients, and it is no surprise that this trend is on the rise. While blended staffing comes with some significant benefits, it also has its own set of challenges.Leveraging a blended program to deliver optimum efficiency for your firm and your clients requires a nuanced and sophisticated understanding of those strengths and weaknesses. Challenges and Opportunities For companies in general, and HR managers in particular, the appeal of blended staffing stems from its ability to support the core mission of any company: to provide better service for customers. With blended staffing, companies are able to draw from a much larger talent pool. Instead of providing their customers with the best in-house employee, they are able to provide the best period. But these experts are not necessarily employed full-time with the same company any more. Increased specificity with matching talent, availability, and suitability makes it that much easier to backfill a resource than if you are limited exclusively to full-time employees. This flexibility also allows mature and more experienced workers enhanced opportunities to stay employed longer and to leverage their knowledge and expertise in new spaces and new ways. While existing stigmas of independent contracting have largely been dispelled, blended staffing does add complexity to the staffing equation, and presents a challenge for HR professionals unfamiliar with its operation. The vetting process for independent employees must be rigorous, and maintaining control, consistency, and communication is essential. HR needs to ensure that all independent operators are well versed in the firm's methodologies and core values, as well as its professional culture, standards, and expectations. Adhering to established best practices for blended staffing is critical. Some guidelines to follow: Extensive vetting. Because your firm's reputation is perhaps your most important professional asset, vetting independent employees is essential. Use a combination of recommendations, past experience, and a multi-stage interview process to identify strong candidates. Ensure that HR and technical personnel are involved in the process. Reviewing resumes and verifying skillsets is important, but it is also crucial to understand how to match the right personality with specific customers. Customer relationship management software tools (CRMs) are a popular choice for many companies that utilize a blended model, and [66] HRO TODAY MAGAZINE | SEPTEMBER 2013 With blended staffing, companies are able to draw from a much larger talent pool. Instead of providing their customers with the best in-house employee, they are able to provide the best period. maintaining a database of trusted experts who have proven themselves in the past is also a good idea. Consistency and oversight. Detailed orientation and rigorous training programs are the best way to establish and maintain consistency with independent employees. Some firms have developed seminars that all their independent workers attend, and others ensure that all part-time workers have an on-site engagement manager or supervisor to provide additional oversight. There is a compelling argument to be made that companies who follow these basic steps actually have more control over contract workers—who are often highly motivated to meet the needs of their customer, the employer—than full-time employees. Relationship building. Treat employees the same when onsite or on the job: as a part of your team. Make it a point to include all contract employees in team dinners and other informal events. Building, strengthening, and maintaining unity is particularly important for companies utilizing a blended staffing model, and internal communication is important for making that happen. Keep all employees updated and informed, even when they are not currently on a job. Being mindful of quality of life issues, such as scheduling flexibility and timely payment, is another important way to strengthen relationships. Ultimately, customers do not care about an employee's tax status. They are focused on performance, skillset, and professional approach and demeanor. And with more and more contract workers and independent employees demonstrating that they can consistently deliver on those key priorities, the appeal of the blended staffing model seems unlikely to diminish. Jennifer Berry is director of human resources for MIPRO, a consultancy specializing in implementations, upgrades, and optimizations of Oracle's PeopleSoft and Fusion applications.