Hi Anitha,
I represent a startup company and am seeking guidance on the policies that need to be implemented for contractual employees. These employees work for XYZ company but are on the payrolls of our company. I have noticed that your team has been very helpful, and I would greatly appreciate your assistance.
Thank you all in advance.
Regards,
Anitha
From India, Bangalore
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I represent a startup company and am seeking guidance on the policies that need to be implemented for contractual employees. These employees work for XYZ company but are on the payrolls of our company. I have noticed that your team has been very helpful, and I would greatly appreciate your assistance.
Thank you all in advance.
Regards,
Anitha
From India, Bangalore
Acknowledge(0)Amend(0)
Dear Anitha,
Managing talent as a vendor and deploying them in the client location is quite a high-profit business model. However, the pay cycles can be quite spaced depending on the clients. It's important to understand this at a macro level as it provides guidelines to the micro-level.
To begin with, you are hiring talents who are not emotionally attached to your brand. Rather, they nurture aspirations of being hired as full-time employees by the client where you will deploy them. The assignment that you hire them for is the sole motivator.
Once you deploy them, the client's feedback fuels their growth. Unless the client sends timely feedback, there is nothing in your might that you can do to understand their performance or help them grow. Here's a differentiator that you might consider implementing: try and take reverse feedback every six months. Ask your talent how they are performing at work. Note down every incident that shares data on how they are performing and the work conditions. Create a task list of what they started with and what they are delivering at the end of the six months. This will include a lot of increased workload for you. But take my words, you will find invaluable insights into your client's requirements. The job description that they share isn't merely what the talent delivers. Yes, it can even lead to an increase in billing for your employer!
Similarly, investigate the learning at work. Needless to mention, the training programs and certifications apart from On-The-Job are often offered only to in-house staff or employees on the payroll. Hence, the talents that you deploy might never receive any of them! Seek to understand how they are learning? How is mentoring working for them? In case they are trained at the client's site, note it down. It will become your selling point at the point of hiring. Try and help your employee document the training programs they attend. If you make this a part of your joining kit, it will help your new hires be better prepared before you deploy them at the same client's site.
Track the growth chart of your talents and identify the supportive measures. Focus not just on your existing employee base but also your ex-employees. These days it's easy to find out how your ex-employees are doing using LinkedIn. This will give you a clear view of the channels you are catering to. Create an alumni network and help your ex-employees mentor the existing ones in their career. This will build your brand stronger.
The statutory guidelines to be maintained would remain as per the Shops and Establishment Act, as applicable to your state. And that directs the policies on the benefits you offer and the statutory deductions. Time office would be maintained at the client site. At most, you may keep a record for the annual audit. There can be similar administrative areas that you may need to maintain such as background verification data and deployment schedules.
Bridge the sense of belonging as much as you can. This will keep them very motivated. Please be aware of the fact that they are not going to be treated as equals at the client's site. No matter how much they might want to work on the role, the distant treatment will instill resentment. If possible, consider creating a talent experience by celebrating their birthdays and offering bonuses during popular holidays. This is just to level them with the employees on payroll at the client's site who might be receiving it.
This is your opportunity to create an experience for the talent you hire and the clients where you deploy.
Wishing you all the best!
From India, Mumbai
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1893Managing talent as a vendor and deploying them in the client location is quite a high-profit business model. However, the pay cycles can be quite spaced depending on the clients. It's important to understand this at a macro level as it provides guidelines to the micro-level.
To begin with, you are hiring talents who are not emotionally attached to your brand. Rather, they nurture aspirations of being hired as full-time employees by the client where you will deploy them. The assignment that you hire them for is the sole motivator.
Once you deploy them, the client's feedback fuels their growth. Unless the client sends timely feedback, there is nothing in your might that you can do to understand their performance or help them grow. Here's a differentiator that you might consider implementing: try and take reverse feedback every six months. Ask your talent how they are performing at work. Note down every incident that shares data on how they are performing and the work conditions. Create a task list of what they started with and what they are delivering at the end of the six months. This will include a lot of increased workload for you. But take my words, you will find invaluable insights into your client's requirements. The job description that they share isn't merely what the talent delivers. Yes, it can even lead to an increase in billing for your employer!
Similarly, investigate the learning at work. Needless to mention, the training programs and certifications apart from On-The-Job are often offered only to in-house staff or employees on the payroll. Hence, the talents that you deploy might never receive any of them! Seek to understand how they are learning? How is mentoring working for them? In case they are trained at the client's site, note it down. It will become your selling point at the point of hiring. Try and help your employee document the training programs they attend. If you make this a part of your joining kit, it will help your new hires be better prepared before you deploy them at the same client's site.
Track the growth chart of your talents and identify the supportive measures. Focus not just on your existing employee base but also your ex-employees. These days it's easy to find out how your ex-employees are doing using LinkedIn. This will give you a clear view of the channels you are catering to. Create an alumni network and help your ex-employees mentor the existing ones in their career. This will build your brand stronger.
The statutory guidelines to be maintained would remain as per the Shops and Establishment Act, as applicable to your state. And that directs the policies on the benefits you offer and the statutory deductions. Time office would be maintained at the client site. At most, you may keep a record for the annual audit. There can be similar administrative areas that you may need to maintain such as background verification data and deployment schedules.
Bridge the sense of belonging as much as you can. This will keep them very motivated. Please be aware of the fact that they are not going to be treated as equals at the client's site. No matter how much they might want to work on the role, the distant treatment will instill resentment. If possible, consider creating a talent experience by celebrating their birthdays and offering bonuses during popular holidays. This is just to level them with the employees on payroll at the client's site who might be receiving it.
This is your opportunity to create an experience for the talent you hire and the clients where you deploy.
Wishing you all the best!
From India, Mumbai
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