E very year, you face the same challenge: You need to recruit dozens or even hundreds of contingent workers in record time and for limited-term contracts.

These short-term contingent workers should not be viewed as just a means for the company to meet annual production needs or to respond to fluctuations in demand. They are also an opportunity. They can offer a fresh take and new ideas for improving the organization.

But just being aware of this opportunity isn’t enough to profit from it. There are 3 steps that are key to optimizing your contingent workforce:

1.   Before Assignments: Prepare Your Future Workforce

If you have effective sourcing, the contingent workers who will join your teams already have the skills necessary to handle their assignments or least the ability to learn those skills quickly.

But will that be enough? Do they know the specifics of your industry? Do they understand how your organization does things? Do they have a solid idea of who your customers are?

In order to get them up to speed in a very short time, you need to complement their existing skill set with key information about your organization before they even start their project with you.

2.   During Assignments: Maintain Dialogue

The onboarding process has now been completed and the new arrivals are in their teams, immersed in their work, and accustomed to how the company operates. Nevertheless, they may still have difficulty in finding their place, be shy, or even lack initiative.

But you can help them. For one, you can encourage them to express themselves. Another option would be to offer digital collaboration solutions.

You can also create community among these contingent workers by getting them together, whether all together or in small groups, either in a meeting room or virtually and encouraging their feedback.

3.   After Assignments: Collect What Has Been Learned

It’s really in the last days of the assignments that everything you’ve built with your contingent workforce will bear fruit. This is because these collaborators will not have just gained experience but will also have, for the most part, more insight to speak to.

Postmortem meetings are a key component to rounding out the experience for your exiting workforce, as well as fine tuning the experience for future short-term contractors.

If you don’t have a lot of time for one on one meetings, opt for virtual classes.

The above points might seem like “no-brainers” for any experienced contingent workforce program, but it is surprising how unfamiliar some of these tactics might be. Next month, Beeline will present a webinar in partnership with Pontoon where we continue this discussion and provide more specifics on how to effectively activate on all three of the outlined points. Join us on Thursday, October 25th for a deeper and interactive discussion. Click here to register for the webinar.

 

Beeline welcomes this guest post from our partner, Pontoon. The post represents Pontoon’s opinions and not necessarily those of Beeline.

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