It is Monday morning and the facilities team is looking at doing some consolidation. This team sits in New York and is looking at what they believe to be correct capacity numbers for each of their campuses. The reality is, those numbers only account for a small % of the actual workers, working in their facility. They are missing the contingent worker, the independent contractor and the worker who is supporting a large scale statement of work.
Working in the Managed Services space, where traditional recruiting groups play a small role, has opened my eyes to a host of opportunities and challenges, that either go unaddressed or become an issue when a crisis or an event occurs. At a very high level, we have workers that sit in our facilities, doing work on a day to day basis receiving a paycheck from someone. These workers expect to be safe, have access to tools, systems and buildings and work collaboratively with others. The point of which these workers 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..
There are five types of workers that may come through your door:
– Full-time worker: Point of entry is the recruiting department
– Intern / Part-time worker: Point of entry is the recruiting department
– 1099 worker: Point of entry is procurement, recruiting or line of business
– Contingent worker: Point of entry is procurement, recruiting or line of business
– Worker under a statement of work: Point of entry is procurement and line of business
Policies and Procedures
HR and Corporate Security typically establishes a set of employment policies that incorporate topics such as background checks, drug tests, E-verify, I9 verification, credit checks, relocation, visa processing, employee handbook, physical security access and provisioning, etc. All of these practices are designed to protect the organization and its people.
Here is where it gets interesting. If full-time, contingent labor and workers under a SOW are not managed inside an organization, than the policies that were designed to protect an organization are now challenged. Secondly if they are not managed through a common or complimentary set of systems and tools, how do you really know who is working in your facility?
An organization is deploying a very large scale ERP implementation. The company is using the services and resources from a large systems integrator. This large systems integrator had hundreds of resources at the customer’s location, working side by side with permanent employees. The systems integrator did not require the same level of employment verification and background checking as the corporation. The reality is the resources through the systems integrator could be on this project for two years, well that is statistically the same as how many years a full-time person stays in their job.
An independent contractor was hired by a line of business. The business leader reaches out to corporate security and requests badge and systems access for this worker. The worker is granted access. Did this worker have to go through the same pre-screening process? Does this person have insurance just in case something happens? How will this worker off-board and have access turned off when they leave? Who has visibility outside of the line of business that this worker is working on site at a physical location?
In a recent RFP the organization stated they had thousands of people who had access to their systems, however they did not know if these individuals were still employed as a contractor or another type within the organization. This organization is not unique! This tends to be the norm, placing people and corporate assets at risk.
A Look Closer
When an employee leaves an organization, there is typically a checklist of off-boarding steps that begin to happen. The person must return assets, credit cards, their access gets shut down, etc. The question raised is, does this checklist and practice transcend to other labor types inside the organization? Who owns it and how is it managed? Does one group have visibility into these processes and practices?
My goal is not to create fear, but rather bring light to the risks of not looking at total workforce management. On-boarding and Off-boarding of talent is not only important to the protection of the organization, but it is a critical component of the people experience. A consistent experience minimizes room for error and can help facilities, HR, the C-Suite understand the people resources they have working within their facilities to provide the level of service their customers require. The collective visibility of these two sets of processes also allows HR to do better workforce modeling and analysis.
Some things to consider as you review your on-boarding an off-boarding processes. Is this important? Who has line of site visibility into all of these labor categories? How are they managed? What processes and practices are in place to insure there are controls around entering and leaving the organization? Who are the stakeholders inside your organization that current own, defend or manage these processes? What risks does your organization have as it relates to on and off boarding and are they critical?
Based upon these answers, there are best practices that can be developed to build consistent processes and practices. To learn more, go to http://www.brightfieldstrategies.com/ to download a whitepaper on the evolving workforce.