As companies look into the possibility of restructuring their workforces, various questions arise around the role that contract staff will play in the new normal of how we work. Ian Tyler, the Chief Strategy Officer of IT recruitment specialist Talent International, shared some thoughts with People Matters around the changes that contractors, particularly the highly skilled and specialized professionals in the IT sector, might expect in terms of opportunities, remuneration, and benefits.
Here are the highlights of the conversation.
What trends have you seen in the treatment of contractors before, and now during, COVID-19?
By and large, the vast majority of organizations treat contractors somewhat differently. Organizations are prepared to pay a little bit more to get the job done, which means that contractors could have a slightly higher remuneration if there is a high expectation of deliverables.
But the downside for the contractors is that often, there's a feeling of isolation. They're not necessarily invited to the Christmas party if you get my drift. They don't necessarily have access to the health and well-being benefits that are available to permanent employees. And in the current global skills economy, the expectation of the contractors' ramp-up time is almost painful. They are expected to come in, get running immediately, and start the very same day. In contrast, a permanent hire would have a proper induction into the team, have a period of practice mapped out in their onboarding process, and have the opportunity to build some connections between them and their coworkers. Contractors do not have any of that.
This story is from the August 2020 edition of People Matters.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 8,500+ magazines and newspapers.
Already a subscriber ? Sign In
This story is from the August 2020 edition of People Matters.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 8,500+ magazines and newspapers.
Already a subscriber? Sign In
How Digital Transformation Can Power The Great Reset
Technology has the potential to serve as the key enabler of change between digitalising administrative tasks and fostering human connections
Govern Pre-IPO Unicorns to Create Value; Not Valuation
Billion-dollar startups always make the headlines. But is there true value behind those eye-catching valuations? How can proper governance be implemented for these much-hyped companies?
On change and change management
The best way to end the year, especially such a disrupted one as 2022, is by laying the groundwork for the year to come. Michelle Yong, Head of Resourcing at Shell, offers some insights on change management to bring us forward into 2023
The Great Reconnection: A paradigmatic moment for employers and employees
This year has not been a good one for employee retention. The Great Resignation, originally thought to be a US phenomenon, has emerged in Asia now. But is there a way to turn it into the Great Reconnection?
Lessons Managing in leadership: a global hybrid team
What takeaways can we draw from the pandemic? Fatima Koning, Chief Commercial Officer at IWG, shares what the last five years have taught her about managing a global sales team across 120 markets in the hybrid model
One way to turn the tide of employee retention
There's a surprising link between skill development opportunities and job satisfaction. Here are some ways of boosting skilling and thereby talent retention
WOMEN IN LEADERSHIP CAN BE GAME GHANGER FOR INCLUSIVE FUTURE OF WORK
BREAKING FREE FROM THE STEREOTYPES IN THE INSURANCE SECTOR, PAMELA THOMSON-HALL SHARES HER JOURNEY OF BEING A CHAMPION FOR WOMEN AND BRINGING ABOUT A CHANGE IN A MALE-DOMINATED INDUSTRY
Instilling a sense of ownership in employees
The most important step in promoting a sense of agency in the workplace is cultivating an ethos of ownership within the company
Does our pay for performance process deserve rewarding?
Pay for performance is a staple of any rewards model, but practitioners often take for granted that it is sound. In fact, a good pay for performance model needs intensive planning and careful design
How to attract and retain top talent at tech companies
Employees in a rapidly changing workplace are not just concerned with salary increases; they are also interested about upskilling to expand their knowledge base and update their hard and soft skills