With organisations receiving resignations at unprecedented levels, organisations must begin to look within to keep the system up and running at its optimal. And here is a fantastic principle to live by. “Good people management is an attitude, not technique.” Which brings me to this question; how have organisations been treating their contract staff before the great resignation?
Of course, contract staff cannot expect to receive the same benefits as employed staff but that does not mean that they should be treated differently. For example, facilities like the company cafeteria, utilities should be accessible to contract staff as well. They should also be recipients of key training programs as majority of the time, they are at the frontlines engaging customers who cannot tell who a contract staff is or otherwise.
If organisations’ attitude towards contract staff has been anything short of humane, then it is a case of double whammy for such organisations. Why? With resignations on the rise, (even HR professionals are quitting), organisations are squabbling for scare talent and in some cases, compelled to look to contract staff as either a stopgap or alternative.
A purpose driven organisation knows that its people are a source of competitive advantage and will pay attention to everyone including contract staff that add value. For those that have gotten it right and managed their workforce well, it is time to bring the contract staff and all those that have chosen to stay to the fray. These are tactics organisations can start with.
A RECORD OF ACCOMPLISHMENT
For contract staff and those that have chosen to stay committed for the long term, consider those with a record of accomplishment. Those that have at one point completed project-based goal(s). Those that have also been a part of, suggested or initiated processes that improved current practices. Contract staff that have gone beyond their job description to deliver value should be considered.
A record of accomplishment is important if organisations want to keep delivering on their promise on quality products, services, and customer experience. Customers will notice a dip in quality of service and social media is an available platform for them to air their opinion. Just ask companies about twitter backlash. Contract staff that have expanded and scaled operations during assignments, been quick to help new recruits assimilate faster into the system will be good fit for the organisation. If their communication skills and relationship skills are exceptional, organisations should prioritize such people.
BLEND THE EXISTING WITH THE NEW (BUY OR BUILD)
Some roles may not be within the reach of current contract staff and current staff. That is when organisations should buy talent (hire externally) that existing talent can learn from. Mentoring and coaching should then become a company policy not just a “should have” or “good to have.”
Finally, the great resignation has hit all industries hard and made competition for talent rife. The organisations that will attract the best of what is left will be the ones that have deliberately prioritized its people, and people management policies. Job seekers and staff talk to each other a lot and referrals remains the most competitive marketing tool at a company’s disposal. What will they be saying about your organisation?
