Getting the Most Out of Your Contract Workforce

Randy Hatcher - President,

Getting the Most out of Your Contract Workforce

Information in this presentation is property of MAU Workforce Solutions

SafetySafety Issue FreeIssue Free

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Seamless Team IntegrationSeamless Team Integration

The Workforce Utopia


ProductivityProductivityInformation in this presentation is property of MAU Workforce Solutions

ProductivityProductivity




100

200

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HEA

DC

OU

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JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Increased FocusIncreased Focus

Increased CapabilityIncreased Capability

Increased CapacityIncreased Capacity

Productivity

Productivity


ProductivityProductivity SafetySafety




Lagging IndicatorsLagging Indicators• No lost time or

recordables• Hours/Days since last injury

Safety

Safety

Health Insurance / Health Health Insurance / Health FairsFairs

Leading IndicatorsLeading Indicators• Identify Hazards• Correct Hazards• Improve the Process





Issue FreeIssue FreeInformation in this presentation is property of MAU Workforce Solutions

EmployerFTR

Employees

Two Way Communication

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Six WaySix WayCommunicationCommunication

Staffing Employer

Client

Temporary Employee

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Issue FreeIssue FreeInformation in this presentation is property of MAU Workforce Solutions

The Birth of a New Workforce © MAU Workforce Solutions

•Inefficiency and WasteInefficiency and Waste•Two Class SystemTwo Class System•Establish the PhilosophyEstablish the Philosophy•Set the Pay RateSet the Pay Rate

Compensation and Benefits



Temporary Employee•Turnover - 200-400%•Absenteeism - 35%•Quality/Waste - ?

Full Time Regular Employee •Turnover - 4%•Absenteeism - 2% •Quality/Waste - SAP

Inefficiency & WasteInefficiency & Waste




Two Class System

Two Class System

Compensation and Compensation and BenefitsBenefits


Temporary EmployeesTemporary Employees Comp tied to Bill Rate Merit Reviews Benefits

Vacation Holiday PTO Health Retirement

Full Time Regular Full Time Regular EmployeesEmployees

Market Based Compensation

Merit Reviews Benefits

Vacation Holiday PTO Health Retirement


Non-Core Jobs and Processes

Establish the Philosophy





Core and Non-Core Jobs






Set the Pay RateSet the Pay Rate



Temp Start Rate

FTR Start Rate

Migration Rate

$10 $12 20%

$10 $15 50%

$10 $18 80%



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Continuous ImprovementContinuous

Improvement


Associate Satisfaction

Associate Satisfaction


Improvement



ImprovementUnplanned Turnover

Unplanned Turnover



ImprovementSafetySafety



ImprovementOverall CSIOverall CSI



Improvement



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Pricing

Pricing

%/$ All Inclusive ModelPass

Partial

Pay Rate TBD TBD

FICA Fixed Fixed

SUTA Fixed Fixed

FUTA Fixed Fixed

Workers’ Comp Fixed Fixed

Overhead Fixed Fixed

Profit Fixed Fixed

Vacation Fixed As incurred

Holiday Fixed As incurred

Health Insurance Fixed As incurred

PTO Fixed As incurred

PPE Fixed As incurred

On-Site Mgmt Fixed As incurredInformation in this presentation is property of MAU Workforce Solutions

Transparent Pricing

Transparent Pricing



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LegalLegal

Joint Employe

r“[Company] does not seek to escape liability … on the basis that it is not [contingent worker’s] employer. Nor would it appear that, under the circumstances presented here, such an argument would be persuasive.”

Porter v. Erie Foods, Intl., Inc., 576 F.3d 629 (7th Cir. 2009).


LegalLegal

Joint Employe

r

FMLAADA

Title VII

OSHA


LegalLegal

Joint Employe

r“Any contractual arrangement between a staffing firm and a client, however, does not alter their obligations under the ADA.”

EEOC Enforcement Guidance: Application of EEO Law to Contingent Workers Placed by Temporary Employment Agencies and Other Staffing Firms (1997)

www.mau.com/webinars


• Comp & Benefits

• Taxes • Worker’s Comp• Hire• Counsel• Terminate

LegalLegalHow does the Joint Employer Relationship

Arise?

The Staffing

Company

Employer

Roles & Responsibilities

• Supervise• Train• Direct activities • Control working conditions• Determine length of

assignment• Determine work hours


Make them feel like part of the teamInclude them in production, safety, and

quality meetings Give them job details, goals, and

directionsGive them basic work instructions and

trainingTreat them with equal respectVerify their daily time for accuracyDiscuss safety concerns and strategies

with themGive them timely performance feedbackEnsure that the staffing supplier offers

Employee Development/Quality Programs

Legal: Do ThisLegal: Do This


x Include them in “employee” meetings

x Counsel in a manner that is considered disciplinary

x Tell a temporary employee they are terminated

x Get involved in payroll issues other than verifying time

x Give permission to take time off, be late, or leave early

x Discuss pay, benefits, possibility of full-time employment

Legal: Don’t Do This

Legal: Don’t Do This



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Workers’ Compensation

Workers’ Compensation• Accidents

• Investigations• Reporting

• OSHA Compliance• OSHA Log

• Employee Care• Treatment• Return-to-Work

Staffing Provider Responsibility

Shared Responsibility

Client’sResponsibility



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Associate Relations

Here’s Your #%$*! Christmas Card!


• On-Site Management • Onboarding & Training• Communication

Associate RelationsAssociate Relations


Associate RelationsAssociate RelationsCommunicationsCommunications

Reinforce Employer Status • Compensation and benefits • Policies• Programs and training

Emergency PreparednessWork SchedulesDistribution Channels



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ProductivityProductivity


Scope Match Years in

Business References

Vendor Qualification & Selection

Vendor Qualification & Selection

Company A

Company A

Company B

Company B

Financial Status Culture



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Seamless Seamless Team Team

IntegrationIntegration




Getting the Most Out of Your Contract Workforce

Health & Medicine

Transcript of Getting the Most Out of Your Contract Workforce