Integrate Your Contingent Workforce Program into your Organizational Culture | DCR Workforce Blog

Integrate Your Contingent Workforce Program into your Organizational Culture

An organization isn’t made up of the paraphernalia it contains; rather it’s the people that represent it through their interpretation and adoption of the organization’s mission, vision and culture. As the employees of the company, even the non-employees are the face of the workplace where they are deployed. So, in today’s highly competitive market where social media plays a crucial role in making or marring a company’s reputation, an organization cannot be so short-sighted as to ignore the need to integrate its non-employees into the overall culture of the organization to ensure that its message to the outside world is perfectly uniform and consistent.

If you have a contingent workforce program in your organization, pay attention to the kind of culture you have established in using them. What kind of role are these workers engaged in? Are they handling any service roles, and if so, are you just considering their performance standards alone on the job or are you making sure that they are encouraged to absorb your organizational culture enough to be the face of your organization? Remember, performance is important, but it isn’t sufficient by itself.

If you fail to take the necessary steps to ensure the engagement of non-employees, you may end up having them experience a sense of alienation from your organizational goals. Such an attitude is bound to result in a critical absence of the soft aspects of performance criteria which quintessentially project your organizational culture to the outside world.

Contingent workers need organization culture too

Contingent workforce managers can work with hiring managers, staffing suppliers and the candidates to ensure that they bridge this sense of alienation and connect with the non-employees to combine performance with engagement and a sense of belonging. Try these tips:

  • Don’t let the workers flounder around the workplace without a clear direction on what is expected of them and how their performance will be measured. Enable the workers to understand the expectations from them and allow them to track themselves against their goals – as clearly articulated goals usually help workers to perform better and achieve the targets.
  • Get the workers excited about the work they’re doing and let them understand how their efforts are contributing to the overall vision and mission of the workplace. It’s important for a worker to know that they’re making a difference. In fact, studies have found that this is what really motivates a worker more than the compensation and perks on the job.
  • Not all companies have business goals which translate to exalted goals, but every organization can strive to get its workers on the same page through establishing a collaborative work culture that values the organizational mission and vision and respects individuals for their contribution to achieving it, while creating an open and transparent work environment. Such shared objectives and common goals also foster high levels of performance by motivating the workers to greater efforts.
  • Contingent workers may get hired for exceptional skills and experience which translate to high levels of performance but they must also be willing to adopt the culture of the client and be integrated into the workplace to share in its culture and values for the period during which they are associated with that workplace. This goal may not be achieved unless, the contingent workforce program is designed with the clear objective of having the contingent workers commit to accepting and promoting the organization’s culture and unique set of values.

It is possible to integrate contingent workers into the culture of your organization by ensuring that the various stakeholders and participants in the contingent workforce program are aware of and committed to these goals.

Get everyone to willingly dispense the necessary information until these workers absorb the culture at every step on the way. Collect ongoing data on any display of behavior which doesn’t fit the organization’s culture and persist until the metrics prove that your program is successful.


Disclaimer:
The content on this blog is for informational purposes only and cannot be construed as specific legal advice or as a substitute for competent legal advice. They reflect the opinions of DCR Workforce and may not reflect the opinions of any individual attorney. Do contact an attorney for advice specific to your issue or problem.
Lalita is a people/project manager with extensive experience in operations, HCM and training and development across industries like banking, education, business consulting, BPO and information technology. She believes in a dynamic approach to life and learning as change is the only constant.