HR plan for contingent staff lacking: study

By Uyen Vu
|Canadian HR Reporter|Last Updated: 11/11/2003

T

he habit of turning to contingent workers to see through a project or fill a crucial skills gap has long been entrenched in organizations. Entrenched in the practice, but not necessarily acknowledged in policy and strategy.

And in the absence of overall direction, line managers are left to improvise on a range of issues around contingent work. How do they manage people’s expectations when the possibility of a job offer just isn’t there? How do they offset the loss of productivity when people keep coming and going? And what about resentment among the permanent staff, who suspect the outside workers are paid premium dollars for doing the same job?